"... In PAGE 4: ... We used the Specjvm98 [21] benchmark suite to evaluate the techniques with its default configuration set- tings. Table3 gives a brief description of the programs in the benchmark as designed by the non-profit organization Standard Performance Evaluation Corporation (SPEC) to measure the performance of java virtual machines. Design.... ..."

"... In PAGE 6: ...ducational institute (.edu), a non-profit organization (.org), etc. The second way is to classify a site by its goal, see Table2 . A commercial site would be more eye catching in comparison with a site designed for... ..."

"... In PAGE 57: ... 43 Table9 depicts the responses to question twelve. The results of this question were particularly enlightening given the amount of government agencies, educational organizations, non-profit groups and local paddling clubs.... ..."

"... In PAGE 23: ... In parallel, acquisition by a for-profit chain might lead to reduced quality and costs. Does performance change at acquired non-profits? Table5 reports least squares regression analysis of the change in performance of acquired non-profit facilities. The dependent variables in the analysis are the one-period change in deficiencies (column 1) and staffing (column 2) of non-profit U.... In PAGE 23: ... We examine both one-period and two-period acquisition lags, in order to allow time for post-acquisition changes to take effect. ********** Table5 about here ********** The for-profit acquisition results in columns 1 and 2 are consistent with hypothesis 5. Column 1 shows that deficiencies increase when a for-profit chain acquires a non-profit facility.... In PAGE 23: ... The weaker impact on staffing likely occurs because for-profit facilities tend to target non-profits that already have low staffing levels, as Table 4 reported. Columns 1 and 2 of Table5 also assess how acquisition by non-profit chains affects performance at non-profit targets. Here, there are no significant effects on target quality or staffing, in either the first or second post-acquisition period.... ..."

"... In PAGE 19: ... On the other hand, it is possible that non-profits tend to emulate the for-profits as they come to dominate local markets. Does local market competition cause segmentation or emulation? Table3 reports the impact of local market competition on facility quality and staffing. We defined local markets in terms of nursing home presence in particular counties.... In PAGE 20: ... Empirically, it is straightforward to aggregate statistics at the county level, because there are standard concordances between facility zip codes, which the annual surveys record, and county identities. ********** Table3 about here ********** Table 3 reports performance influences for both non-profit and for-profit facilities. Columns 1a and 1b report outcomes for non-profits.... In PAGE 20: ... Empirically, it is straightforward to aggregate statistics at the county level, because there are standard concordances between facility zip codes, which the annual surveys record, and county identities. ********** Table 3 about here ********** Table3 reports performance influences for both non-profit and for-profit facilities. Columns 1a and 1b report outcomes for non-profits.... In PAGE 20: ... This pattern rejects H2, while being consistent with H2 alt. Columns 2a and 2b of Table3 undertake an exploratory analysis of how competition affects for-profit performance. The key point here is that greater for-profit competition leads to improved quality and greater staffing overall.... In PAGE 24: ... As exploratory analysis, columns 2a and 2b examine performance changes at surviving for-profits. Here, we find that greater for-profit competition leads to improved quality at surviving for-profits, consistent with the cross-sectional effects that we observed in Table3 . By contrast, for-profit quality declines when the primary competition arises from non-profit chains.... ..."

"... In PAGE 24: ... This is potentially a far more important issue, because there are many more survivors than targets. Does competition cause performance to change at surviving non-profits? Table6 assesses how local market competition affects performance at surviving non- profit and for-profit facilities. We examine change in performance of facilities that existed both at the beginning and end of the study period.... In PAGE 24: ... We measure change in performance as the change in deficiencies and staffing between 1991-1992 and 1996-1997. ********** Table6 about here ********** Columns 1a and 1b of Table 6 report changes at surviving non-profit facilities. The key results are that deficiencies decline and staffing increases at independent non-profits when for- profit facilities have a high local market share.... In PAGE 24: ... We measure change in performance as the change in deficiencies and staffing between 1991-1992 and 1996-1997. ********** Table 6 about here ********** Columns 1a and 1b of Table6 report changes at surviving non-profit facilities. The key results are that deficiencies decline and staffing increases at independent non-profits when for- profit facilities have a high local market share.... ..."