"... In PAGE 3: ... This enabled the researcher to show the students how the brigade end product would look within a GSS. Most of the division briefing contained steps of Mission Analysis as depicted in column 2 of Table1 . The GSS representations are shown in the third column and comprised an initial mapping of the Mission Analysis portion of the MDMP to a GSS.... In PAGE 4: ...Proceedings of the 36th Hawaii International Conference on System Sciences - 2003 Table1 shows the rest of the stages the students used to perform mission analysis. For the brigade mission analysis, Class 1 was given one day (about 6 hours).... In PAGE 4: ... This and other factors obviously impacted any comparison between the two classes. The first paragraphs below detail the brigade Mission Analysis (BDE MA) of Class One and are coded to match the last column of Table1 . Table 1 and this section are designed to provide enough documentation so that other mission analysis processes could be mapped to any GSS in a similar manner.... In PAGE 8: ... An interview was held with him on pril 26, 2002, to summarize his observations. The nstructor pointed out that the 17 steps of the mission alysis can almost be done in any order, although they cted in sequential order in Table1 . The tool lowed those steps to be done concurrently by numerous dividuals.... ..."

"... In PAGE 9: ... The dependency matrix for the compu- tational process, shown in Figure 3, is presented in Table 5. With regard to Table5 , as an example, for an execution of TF23225_2, the corresponding executions of TF04710 and TF04720 must be completed. 4.... In PAGE 9: ... To construct a task model, the scheduler uses knowledge provided by the user and contained within the analysis tool dependency matrix. Table 6 represents the analysis tool dependency matrix shown in Table5 , with each analysis tool assigned a value for TI in accordance with Table 3. In addition, Table 7 rep- resents some of the knowledge of tasks held within the task model.... ..."

"... In PAGE 6: ...ountries (e.g. the USA, Japan, Australia et cetera, but excluding Mexico, South Korea and the four large new EU member states). Table1 summarises the level and development of imported inputs as a share of gross production for the individual countries considered in the analysis as well as for the average of all seven EU countries in the sample. International outsourcing in 2000 was most intensive for Austria and the Netherlands with imported intermediates accounting for 14 percent and 11 percent of gross production, respectively.... In PAGE 7: ...In comparing the development of the share of total material inputs in gross production and the share of imported inputs, we find that for countries such as Denmark, Finland, Italy and Sweden the growing importance of internationally sourced inputs is mainly the result of a substitution between formerly domestically sourced inputs and international purchased inputs rather than increased outsourcing per se. As indicated in Table1 , the share of total material inputs in gross production has been decreasing over the period of 1995 to 2000 for those countries, while the share of imported inputs in total material inputs has been increasing. Austria and Germany on the other hand are examples of countries that have intensified the outsourcing of production processes to where part of the increase in international sourcing is accounted for by that.... ..."

"... In PAGE 5: ... but excluding Mexico, South Korea and the four large new member states). Table1 summarises the level and development of imported inputs as a share of gross production for the individual countries considered in the analysis as well as for the average over all seven ... In PAGE 7: ... Comparing the development of the share of total material inputs in gross production and the share of imported inputs, we find that for countries like Denmark, Finland, Italy and Sweden the growing importance of internationally sourced inputs is mainly the result of a substitution between formerly domestically sourced inputs and international purchased inputs rather than increased outsourcing per se. As indicated in Table1 , the share of total material inputs in gross production has been decreasing over the period 1995 to 2000 for those countries, while the share of imported inputs in total material inputs has been rising. Austria and Germany on the other hand are examples of countries which have intensified outsourcing of production processes so that part of the increase in international sourcing is accounted for by that.... ..."

"... In PAGE 16: ... With hot spots the variation is much greater, indicating the nice e ect load balancing has for smoothing the variation and reducing the gradient. Finally Table1 shows the calculated average number of moves made by a node in the entire system, with and without hot spots and with and without load balancing, and the normalized variation of the capacity at each processor from the mean. The table shows that the load balancing reduces the coe cient of variation at the cost of a very small increase in the average moves in the system, indicating that load balancing is e ective with low overhead.... ..."

"... In PAGE 6: ... In this way, we developed a design theory for each of the change approaches. Table1 summarizes the ten change ... In PAGE 9: ... As mentioned earlier, we called this artifact a theory nexus because it provided the analytical tool to bind the various organizational change theories to actual organizational settings. Artifact Construction: Strategic Change Nexus For each of the 10 design theories in Table1 we formulated a number of assertions that would reveal in a given context whether the conditions were present. These assertions were based on the prominent characteristics of each design theory as expressed in the literature referenced above.... In PAGE 10: ...43 Assertions / Statements Agree Partly agree Neither nor Partly disagree Disagree The Organization and Context The organizational context is very dynamic and demands frequent changes 1 Too little is happening here - we have grounded to a halt 1 The organisation is doing well and earning a lot of money 1 There is need for coordiantion across the organisation 1 The work here is quite complex and dependent on specialised knowledge 1 We have knowledge and skill that could be used in a more optimal way thorugh economics-of-scale and uniform processes 1 The Employees The best ideas for changes comes from the bottom of the organisation 1 Our employees are self aware and always have an opinion 1 We have very knowledgeable employees that knows their area well 1 There are vast differences between what one and another employee do 1 We are dependent on knowledge and specialists from outside 1 Organisational changes often happens without our (managements) contribution but wioth our accept 1 We have unhealthy power struggles and signs of bad chemistry between people 1 Change in the Organization We often makes changes 1 The changes we initiate always succeed 1 Right now we need change to happen fast 1 Right now there is a lot of disagreement about what needs to be changed and what direction we should take 1 It is primarily organizational structures that needs to be changed 1 It is primarily complex workflows that needs to be changed 1 It is primarily attitudes and social relations that needs to be changed in the future 1 Until now it is the work with social relations that has created change 1 In the past we have had success in requiring or dictating change 1 The results of change is much more important than the change process 1 We have a specific (and separate) part of the organisation that takes care of exploring new things 1 We always gets experience and best practices diffused to new employees and new projects 1 Metrics We have a metrics program today - and we use the results 1 It is completely possible to measure the outcome or result of change 1 Figure 1: The form used to measure actual conditions in an organization The design theory represented in this form is that the statements represent an expression of the conditions of the organization, the employees, the change ahead and the current use of metrics. These conditions can be compared to the conditions for each of the 10 change approaches ( Table1 ) and the fit can be defined on a scale from 0 to 100%. For example, if we take Commanding, the conditions are: ... In PAGE 17: ...50 in the details of the change technology as shown in Table1 . At the same time management within PBS and ATP were more interested in the overall change strategy (the nexus).... ..."

"... In PAGE 27: ...Finally, in Table4 , we present, in a similar format, a series of print publishing practices. The table illustrates how different publishing practices, all commonly engaged in by scholars, are heterogeneous, and have greatly differing communicative properties.... In PAGE 29: ... Table4 , Continued Practice Publicity Access Trust Conference Proceedings: Inclusion of a report in a printed conference proceedings Increased or decreased depending on profile of conference. Increased for a major conference, such as an ACM conference -- but decreased for many smaller conferences.... ..."

"... In PAGE 7: ... These practices still are guided by the agile principles. Table3 shows the mapping between Proceedings of the 37th Hawaii International Conference on System Sciences - 2004 0-7695-2056-1/04 $17.00 (C) 2004 IEEE... ..."

"... In PAGE 10: ... For each run, C1, C2, and C3 were found, merged into a single tree C1:2:3, and this tree further reduced to C0 1:2:3 by the removal of unpopulated leaves. Only 24 of the previous 27 datasets could be processed in this way { three of the largest gave rise to merged trees so huge that virtual memory was exhausted! Results for these 24 datasets appear in Table3 . The rst part shows the sizes of these trees as measured by their numbers of leaves.... In PAGE 10: ... The great majority of leaves on C1:2:3 have no corresponding training cases because, when these unpopulated leaves are removed, the resulting tree C0 1:2:3 is much smaller; on average, it is just under four times as big as C1. The second section of Table3 concerns error rates of the merged trees when used to classify unseen cases, expressed as percentages and ratios to the error rates of the single tree C1. Overall, as expected, C1:2:3 performs very similarly to the boosted classi er CB { the geometric mean of the ratios for these datasets, .... ..."

"... In PAGE 10: ... For each run, C1, C2, and C3 were found, merged into a single tree C1:2:3, and this tree further reduced to C0 1:2:3 by the removal of unpopulated leaves. Only 24 of the previous 27 datasets could be processed in this way { three of the largest gave rise to merged trees so huge that virtual memory was exhausted! Results for these 24 datasets appear in Table3 . The rst part shows the sizes of these trees as measured by their numbers of leaves.... In PAGE 10: ... The great majority of leaves on C1:2:3 have no corresponding training cases because, when these unpopulated leaves are removed, the resulting tree C0 1:2:3 is much smaller; on average, it is just under four times as big as C1. The second section of Table3 concerns error rates of the merged trees when used to classify unseen cases, expressed as percentages and ratios to the error rates of the single tree C1. Overall, as expected, C1:2:3 performs very similarly to the boosted classi er CB { the geometric mean of the ratios for these datasets, .... ..."