Relevant bibliographies by topics / Chief

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Chief'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 January 2023

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Journal articles on the topic "Chief"

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Pettit, Jeffrey E. "Coleadership Among Chief Residents: Exploration of Experiences Across Specialties." Journal of Graduate Medical Education 7, no. 2 (June 1, 2015): 203–7. http://dx.doi.org/10.4300/jgme-d-14-00298.1.

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Abstract Background Many departments have multiple chief residents. How these coleaders relate to each other could affect their performance, the residency program, and the department. Objective This article reports on how co-chiefs work together during the chief year, and what may allow them to be more effective coleaders. Methods A phenomenological research design was used to investigate experiences of outgoing chief residents from 13 specialties at the University of Iowa Hospitals and Clinics over a 2-year period from 2012 through 2013. Thematic analysis of semistructured interviews was conducted to investigate commonalities and recommendations. Results Face-to-face interviews with 19 chief residents from 13 different specialties identified experiences that helped co-chiefs work effectively with each other in orienting new co-chiefs, setting goals and expectations, making decisions, managing interpersonal conflict, leadership styles, communicating, working with program directors, and providing evaluations and feedback. Although the interviewed chief residents received guidance on how to be an effective chief resident, none had been given advice on how to effectively work with a co-chief, and 26% (5 of 19) of the respondents reported having an ineffective working relationship with their co-chief. Conclusions Chief residents often colead in carrying out their multiple functions. To successfully function in a multichief environment, chief residents may benefit from a formal co-orientation in which they discuss goals and expectations, agree on a decision-making process, understand each other's leadership style, and receive feedback on their efficacy as leaders.
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Mugendi, Peter, Peter Wafula, and Ruth Nyambura. "A BIOGRAPHY OF THE LATE SENIOR CHIEF KATHURU NYAGAH OF THAGICU- KITUI COUNTY, KENYA,1918-1998." IJRDO - Journal of Social Science and Humanities Research 8, no. 11 (November 5, 2022): 13–21. http://dx.doi.org/10.53555/sshr.v8i11.5409.

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The study of biographies of those personalities who have contributed in one way or the other in influencing history can be quite fascinating because it furthers our understanding of broader issues and processes in any given society. Quite a number of historians have written biographies of those among the colonial chiefs who in one way or another played important roles in shaping the destinies of their people and of this country to a certain extent. There were those who utilized every opportunity created by the colonial officials to improve education, agriculture, health, water and infrastructure in their areas. Such colonial chiefs included senior chief Waruhiu wa Kung‟u, chief Musa Nyandusi, Odera Akong‟o, Njiri wa Karanja and paramount chief Kinyanjui Gathirimu just to name a few. As I read through the literature on colonial chiefs, it occurred to me that there is no one who has written a biography on colonial chiefs in Thagicu District even though there were a few chiefs among them the likes of senior chief Kathuru Nyagah and chief Mwendwa wa Kitavi who played very important roles in shaping the destinies of their people. The mention of the name of senior chief Kathuru among the Thagicu rekindles memories of a leader who through collaboration with colonial officials played a significant role in improving the lives of Thagicu people. Hence it is for this reason that this research was carried out with a view to exposing who chief Kathuru was and how and why he had become what he was. This thesis was an attempt to write the biography of the Late Senior Chief Kathuru Nyagah of Thagicu community.
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Dabrow, Sharon M., Elizabeth J. Harris, Luis A. Maldonado, and Rani S. Gereige. "Two Perspectives on the Educational and Administrative Roles of the Pediatric Chief Resident." Journal of Graduate Medical Education 3, no. 1 (March 1, 2011): 17–20. http://dx.doi.org/10.4300/jgme-d-10-00039.1.

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Abstract Purpose To investigate pediatric chief residents' responsibilities and determine how chief residents and program directors view the scope of the chief resident's role. Survey We distributed a 20-item survey to program directors and chief residents at all US pediatric residency programs. Questions pertained to activities performed and the level of importance of administrative, clinical, and educational activities. The survey also investigated motivating factors to become chief resident, future career plans, and level of job satisfaction. Results We received responses from 127 program directors and 101 chief residents. Of the chief residents, 98% (99/101) felt administrative tasks were very/somewhat important, followed by education, service, and research. Significantly more program directors than chief residents felt chiefs' overall workload was well balanced. Program directors gave higher ratings than chief residents on chief's ability to develop clinical skills (79% [95/121] versus 61% [61/100]) and manage stress and burnout (86% [104/121] versus 72% [72/100]). Future career plans for chief residents in decreasing order included fellowship, outpatient practice, academic practice, and working as a hospitalist. The most significant problems reported by the chief residents were lack of administrative support and lack of time spent in educational/clinical activities. Conclusions The chief resident role is primarily administrative, but program directors and chiefs feel teaching and clinical responsibilities also are important. Although the 2 groups agreed in many areas, program directors underestimated the administrative demands placed on the chief residents, and our findings suggest the chief resident role may be more fulfilling if the balance was shifted somewhat toward teaching and clinical responsibilities.
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Kim, Bitna, Adam K. Matz, and Selye Lee. "Working Together or Working on the Same Task but Separately? A Comparison of Police Chief and Chief Probation or Parole Officer Perceptions of Partnership." Police Quarterly 20, no. 1 (July 31, 2016): 24–60. http://dx.doi.org/10.1177/1098611116657283.

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It remains unclear how pervasive police-community corrections partnerships are, and to what extent they are integrated into routine practice, as well as whether or not police chiefs and chief probation or parole officers within the same jurisdictions perceive them to be effective. The current study enhances our understanding of such partnerships between police and probation or parole. Data were collected through a statewide survey of a random sample of municipal police chiefs and county chief probation or parole officers in Pennsylvania. The primary research questions focus on identifying the following: (a) empirically derived and meaningful patterns of police-community corrections partnerships, (b) a comparison of police chief and chief probation or parole officer perceptions of benefits and problems regarding their partnerships, and (c) the predictors of these perceptions. Results reveal that such partnerships are prevalent, but they are predominantly informal, with formalization largely contingent on the progressiveness of the police chief (i.e., newer police chiefs were more likely to engage in formalized partnerships). Further, the crime prevention and recidivism reduction potential of these partnerships remain unclear from the perspectives of both law enforcement and community supervision leaders. In general, Pennsylvania police chiefs are less favorable to the partnerships than are the chiefs of probation or parole offices, and certain partnership types relate to the negative perceptions of some agency leaders. The implications of the findings reported here for policies, training, and future research are discussed.
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ROWLEY, U. H. (JACK), and JIMMY L. SMITH. "Chief Engineer as Chief Logistician." Naval Engineers Journal 105, no. 5 (September 1993): 31–36. http://dx.doi.org/10.1111/j.1559-3584.1993.tb02754.x.

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Button, Mark, Tom Williamson, and Les Johnston. "`Too many chiefs and not enough chief executives'." Criminology & Criminal Justice 7, no. 3 (August 2007): 287–305. http://dx.doi.org/10.1177/1748895807078869.

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Nickelsburg, Michael, and Helmut Norpoth. "Commander-in-chief or chief economist?" Electoral Studies 19, no. 2-3 (June 2000): 313–32. http://dx.doi.org/10.1016/s0261-3794(99)00054-2.

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Strohbehn, Garth W., Elliot B. Tapper, and John Del Valle. "Transforming Chief Residents into Chief Scholars." Medical Science Educator 29, no. 4 (July 29, 2019): 1135–39. http://dx.doi.org/10.1007/s40670-019-00777-3.

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Johnson, Richard R. "Minimum Requirements for Police Chiefs in the USA." Police Journal: Theory, Practice and Principles 78, no. 2 (June 2005): 103–18. http://dx.doi.org/10.1350/pojo.2005.78.2.103.

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In the USA police chiefs of municipal police departments are usually selected by the mayor or city council, and often recruited from outside the local police department. To date no study has evaluated the minimum employment qualifications required by municipalities for their police chiefs. The present study involved a content analysis of 162 municipal police chief job advertisements in order to determine the minimum requirements needed in order to compete for the position of police chief. The study also attempted to determine if community characteristics such as population size, density, racial diversity, and economic affluence were correlated to the specific minimum requirements communities sought in their chiefs.
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Li, Wanhua, Yaodong Zhou, and Zhijia Deng. "The Effectiveness of “River Chief System” Policy: An Empirical Study Based on Environmental Monitoring Samples of China." Water 13, no. 14 (July 20, 2021): 1988. http://dx.doi.org/10.3390/w13141988.

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There has been controversy in theory and practice among studies about the governance of the “River Chief System” (RCS) policy and the watershed management issues behind it. This paper uses the regression discontinuity (RD) method and the water pollution monitoring data of 150 state-controlled monitoring points in China from 2007 to 2018 at the China National Environmental Monitoring Station to empirically study the effect of the “River Chief System” on water pollution treatment and the influencing factors behind the effect of the “River Chief System”. The results show that the “River Chief System” policy has a positive impact on river pollution treatment in the observation term. The implementation effectiveness of the “River Chief System” is limited by factors such as the boundaries of the river chief’s jurisdictions, the administrative conflict among river chiefs, local government environmental expenditure capacity, and environmental pressure. It is believed that the key to basin governance is to further improve the synergistic model of basin governance among regions.
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Dissertations / Theses on the topic "Chief"

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Carver, James Richmond. "CMO: Chief Marketing Officer or Chief "Marginalized" Officer." Diss., The University of Arizona, 2009. http://hdl.handle.net/10150/195407.

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Traditionally, research investigating marketing's role and influence within the firm has focused on the marketing department and its ability to affect future firm strategies. Consequently, little is known about the antecedents of a Chief Marketing Officer's (CMO) role or influence. Yet the position of CMO is quite unique. Unlike other executive officers (e.g., CFOs), no reliable external validation or accreditation is generally recognized, required, or mandated. Similarly, firms are increasingly calling for their CMOs to justify their own existence, and many are even considering abandonment of the position entirely.The goal of this investigation is to understand how CMOs can generate influence within their respective firms given a lack of reliable external credentials. However, the current business press seems to suggest that there currently exists a great bias towards marketing in general and CMOs in particular. As a result, the current investigation uses a competing models approach to study CMO influence. Drawing upon the literature pertaining to competition, the author suggests that individuals, like firms, can generate their own competitive advantage by possessing unique bundles of resources (e.g., information). This is the common element in both models. As the uniqueness of the information provided by the CMO increases, other executive officers within the firm are more likely to confer expertise power to the CMO, which in turn leads to greater influence. The two models diverge as organizational legitimacy is introduced. In one model, the Socially Contingent model, the CMO can only garner expertise power to the extent that s/he possesses organizational legitimacy. In such a case, CMOs that lack organizational legitimacy will be unable to realize any gains in expertise power regardless of the uniqueness of their informational resources (i.e., organizational legitimacy moderates the relationship between the uniqueness of the information provided and expertise power). In the second model, the Merit-Based model, organizational legitimacy mediates the relationship between a CMO's expertise power and his/her influence. As a CMO's perceived expertise increases, other executive officers are more likely to support the CMO's initiatives, which in turn lead to greater influence during strategy design and implementation.
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Taylor, Michael. "Native American images as sports team mascots from Chief Wahoo to Chief Illiniwek /." Related electronic resource: Current Research at SU : database of SU dissertations, recent titles available full text, 2005. http://wwwlib.umi.com/cr/syr/main.

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Garcia, Munoz Alejandro. "Leadership competencies for effective hospital chief executive officers and chief medical officers in Mexico." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543405.

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This study identified a leadership competency model for developing healthcare executives in Mexico based on the National Center for Healthcare Leadership (NCHL) Model. Eleven chief executive officers and chief medical officers were interviewed. They considered 86% of the National Center for Healthcare Leadership (NCHL) competencies as very important or vital and perceived a gap in the performance of these competencies. They also identified additional vital competencies beyond the scope of the NCHL's model. Participants also reported that leadership development and succession planning programs were lacking. Recommendations are to design a leadership development program using the NCHL model as a framework and further customizing the approach per the organization's unique mission, vision, strategy, values, and circumstances. The NCHL is offered as a general strategy for leader development that could be useful in the Mexican private healthcare industry, based on some "best practices" in the design and implementation of the leadership programs.

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Oyos, Matthew M. "Theodore Roosevelt : commander in chief /." The Ohio State University, 1993. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487844105974004.

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Tanga, Vikas Reddy. "The Chief Security Officer Problem." Thesis, University of North Texas, 2018. https://digital.library.unt.edu/ark:/67531/metadc1404557/.

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The Chief Security Officer Problem (CSO) consists of a CSO, a group of agents trying to communicate with the CSO and a group of eavesdroppers trying to listen to the conversations between the CSO and its agents. Through Lemmas and Theorems, several Information Theoretic questions are answered.
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Chandler, Kristie B. (Kristie Byrne). "Importance and Responsibility of Student Development Goals Among Chief Academic and Chief Student Affairs Officers." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc279083/.

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The purpose of the study was to determine if there were significant differences in the perceived importance and responsibility of student development goals between chief academic officers (CAOs) and chief student affairs officers (CSAOs). The population for this study consisted of CAOs and CSAOs at liberal arts institutions located in 15 southern states.
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Lourens, Riaan. "Strategic corporate innovation factors affecting the transitioning from Chief Information Officer to Chief Innovation Officer." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52429.

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It is imperative for organisations to gain an enhanced understanding of the various strategic elements influencing their corporate innovation in order to continuously remain competitive. Owing to the ever-increasing pace of technology advancement, Chief Information Officers (CIOs) are becoming better positioned to influence the innovation performance of their organisations. Moreover, in pursuit of increasing the value return of strategic innovation endeavours, the roles of Chief Innovation Officers (CInOs) and other C-suite officers have been growing in recent years. However, despite corporate innovation becoming a popular research topic, there is a limited understanding of what strategic elements are influencing the corporate innovation performance of private South African companies. In addition, research concerning the relationship between corporate innovation performance and the necessary competencies and traits of CIOs and CInOs remains scarce. In order to fully understand these noteworthy issues, the perspectives of both CIOs and CInOs have become equally important. This research utilised a series of semi-structured qualitative interviews and collected feedback from 35 CIOs or CInOs of private organisations in Johannesburg, South Africa. The findings revealed that firstly, extant literature is general misguided in its assumption that corporate innovation is a one-size-fits-all concept. Respondents clearly demonstrated that there is no blueprint for corporate innovation as different business units and companies experience different contexts. Secondly, the research was able to identify six strategic levers and propose a holistic landscape for corporate innovation. It is through understanding how a business unit can cleverly combine relevant strategic levers within the corporate innovation landscape that enhances organisational competitiveness. It is therefore envisaged that these levers and holistic landscapes can assist novice managers and seasoned leaders to better assess their innovation endeavours. The findings also demonstrated a knowledge gap amongst respondents with regards to understanding the interplay between the formal and informal corporate innovation components. Lastly, the important competencies and traits that enable one to drive corporate innovation initiatives are proposed. iii By combining the findings of in-depth interviews, this research was able to propose a preliminary model. The outcome of this research may contribute towards an understanding of the potential barriers and enablers to corporate innovation related to both the formal and informal organisation, ultimately assisting the transitioning of the CIO into the role of the CInO
Mini Dissertation (MBA)--University of Pretoria, 2015.
ms2016
Gordon Institute of Business Science (GIBS)
MBA
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Rosser, Manda Hays. "Chief executive officers: their mentoring relationships." Texas A&M University, 2004. http://hdl.handle.net/1969.1/1474.

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The majority of mentoring research has explored mentoring from the vantage point of protégé perceptions, reactions, experiences, and development (Wanberg et al. 2003; Kram, 1988). Participants in mentoring studies have commonly been employees, college students, or mid-level managers. Little is known regarding the impact of mentoring roles in relation to top executives who are, over the span of their careers, likely to participate in developmental relationships as both mentor and protégé. In fact, accessing people who are active CEOs has been extremely problematic for a majority of interested researchers (Thomas, 1995). Limited research on mentoring and especially that on CEOs is used to inform the current Human Resource Development (HRD) scholarship and practice. The current study will inform HRD and provide insight into how mentoring relationships can be used to develop individuals in organizations. Key findings from this study were reported from a qualitative study (Moustakas, 1994) involving twelve CEOs of large for-profit US corporations who detailed their experiences as both mentors and protégés. Emerging themes from the larger study overlap, in part, with key mentoring functions as identified by Kram (1988). In addition to reinforcing and informing the work of Kram (1988), key CEOs provided insight regarding their experiences in long-term (several years or more) mentoring relationships. The combined themes resulted in a framework demonstrating the development of mentoring relationships. In addition to a general discussion of a mentoring framework, I focused the study primarily on CEO perceptions regarding the impact of their mentoring related experiences on 1) how their mentors have impacted their development; 2) how they mentor others; and 3) the relational elements in mentoring relationships. Because a rarely assessed population was studied, scholars and practitioners in HRD will gain a unique understanding and greater insight into how mentoring relationships develop professionals, particularly CEOs.
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Gavin, James. "The copy chief and other stories." Thesis, Boston University, 2012. https://hdl.handle.net/2144/31558.

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Thesis (M.F.A.)--Boston University. Please note: creative writing theses are permanently embargoed in OpenBU. No public access is forecasted for these. To request private access, please click on the locked Download file link and fill out the appropriate web form.
2031-01-01
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Haight, Veronica D. "What Do Chief Learning Officers Do? An Exploratory Study of How Chief Learning Officers Build Learning Organizations." Thesis, The George Washington University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10258744.

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This study was designed to determine what it is that Chief Learning Officers do to build the learning organization by examining interview data from current Chief Learning Officers using the constructs of change and leadership. The study sample included current Chief Learning Officers who work for U.S. based organizations within the U.S. and have been in their current Chief Learning Officer position for at least two years.

The study used a qualitative, exploratory methodology combined with phone or face-to-face interviews in order to gather data. The data was analyzed using the Systems Learning Organization Model (Marquardt, 2011). 20 Chief Learning Officers were interviewed for approximately 60 minutes each and asked the same series of questions in order to further explore how Chief Learning Officers use leadership and change to build the learning organization.

The study findings show that Chief Learning Officers do four things to build the learning organization: 1. They themselves collaborate with others inside and outside of the organization, and encourage others to do so as well; 2. They assess and measure their learning and development programs on a consistent basis; 3. They seek and secure funding and other resources for their learning and development opportunities; 4. They have a vision for their learning organization, and realize that vision through strategy development and implementation.

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Books on the topic "Chief"

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Carew-Miller, Anna. Chief Seattle: Great chief. Philadelphia, PA: Mason Crest Pub., 2002.

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Chief. Greenville, S.C: BJU Press, 2004.

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E, Smith Daniel. Chief. Birmingham, AL: Greater Alabama Council, Boy Scouts of America, 2009.

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Shumate, Jane. Chief Gall: Sioux war chief. New York: Chelsea House, 1995.

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Iu, Khāna Caudhurī Esa. Atīta kathā kaẏa. Ḍhākā, Bāṃlādeśa: Tāhaminā Khāna Caudhurī, 1992.

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Gene, Collier, ed. The chief. Pittsburgh: University of Pittsburgh Press, 2008.

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Bixby, David W. Legalman chief. [Pensacola, Fla.]: The Activity, 1989.

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Stowell, Frederick M. Chief officer. 2nd ed. Stillwater, OK: Fire Protection Publications, Oklahoma State University, 2004.

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Lipsyte, Robert. The chief. New York, NY: HarperTrophy, 1995.

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McLeod, Jesse T. Crew chief. New York: Dell, 1990.

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Book chapters on the topic "Chief"

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Richardson, Glenn. "Chief executive." In Wolsey, 74–114. Abingdon, Oxon ; New York : Taylor and Francis, 2020. | Series: Routledge historical biographies: Routledge, 2020. http://dx.doi.org/10.4324/9781003056263-4.

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Janotta, Falk. "Vom Chief Information Officer zum Chief Executive Officer." In Chefsache Zukunft, 255–67. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-26560-1_12.

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Jutla, Prabhjap Singh. "Chief Khalsa Diwan." In Encyclopedia of Indian Religions, 86–89. Dordrecht: Springer Netherlands, 2017. http://dx.doi.org/10.1007/978-94-024-0846-1_608.

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Jackson, Scott M., and Lee T. Nesbitt. "The Chief Complaint." In Differential Diagnosis for the Dermatologist, 1–22. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-28006-1_1.

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Woods, Jim, and Andy Cartland. "Chief Sustainability Officer." In Encyclopedia of Corporate Social Responsibility, 342–45. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_268.

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Gottschalk, Petter. "Chief Executive Officers." In CEOs and White-Collar Crime, 5–51. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55935-3_2.

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Morini, Marco. "Disintermediator-in-Chief." In Lessons from Trump’s Political Communication, 1–26. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-39010-5_1.

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"CHEF/Chief." In Living Together - Roland Barthes, the Individual and the Community, 125–34. transcript-Verlag, 2018. http://dx.doi.org/10.14361/9783839444313-012.

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Engelstad, Fredrik. "CHEF/Chief." In Living Together - Roland Barthes, the Individual and the Community, 125–34. transcript Verlag, 2018. http://dx.doi.org/10.1515/9783839444313-012.

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Cohen, Miriam. "“Chief”." In Julia Lathrop, 79–100. Routledge, 2018. http://dx.doi.org/10.4324/9780429499470-6.

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Conference papers on the topic "Chief"

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"[Chief Guest and Valedictory - Chief Guest]." In 2021 IEEE Pune Section International Conference (PuneCon). IEEE, 2021. http://dx.doi.org/10.1109/punecon52575.2021.9686518.

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"Chief patrons." In 2016 International Conference System Modeling & Advancement in Research Trends (SMART). IEEE, 2016. http://dx.doi.org/10.1109/sysmart.2016.7894474.

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Ranawaka, Patali Champika. "Chief Guest." In 2013 8th International Conference on Computer Science & Education (ICCSE). IEEE, 2013. http://dx.doi.org/10.1109/iccse.2013.6554169.

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Singh, Yogesh. "Chief guest." In 2017 4th IEEE Uttar Pradesh Section International conference on Electrical, Computer and Electronics (UPCON). IEEE, 2017. http://dx.doi.org/10.1109/upcon.2017.8251136.

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"Chief Guest." In 2022 6th International Conference On Computing, Communication, Control And Automation (ICCUBEA). IEEE, 2022. http://dx.doi.org/10.1109/iccubea54992.2022.10010821.

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"Chief Guests." In 2022 IEEE Pune Section International Conference (PuneCon). IEEE, 2022. http://dx.doi.org/10.1109/punecon55413.2022.10014748.

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"Chief Guest Profile." In 2018 Fourth International Conference on Biosignals, Images and Instrumentation (ICBSII). IEEE, 2018. http://dx.doi.org/10.1109/icbsii.2018.8524859.

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"Opening chief guest." In 2017 20th International Conference of Computer and Information Technology (ICCIT). IEEE, 2017. http://dx.doi.org/10.1109/iccitechn.2017.8281868.

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Bevanda, Vuk. "Editor in chief." In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.editor.

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Vairaprakasam, A. "Chief patron's message." In 2007 International Conference on Computational Intelligence and Multimedia Applications. IEEE, 2007. http://dx.doi.org/10.1109/iccima.2007.403.

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Reports on the topic "Chief"

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Seybold, Patricia. Chief Customer Officer. Boston, MA: Patricia Seybold Group, July 2006. http://dx.doi.org/10.1571/br7-13-06cc.

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Jackson, R. Journal of the chief scientist. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 2007. http://dx.doi.org/10.4095/223397.

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Siders, C. M., D. M. Bolling, and Jr. DISPLAY3D. A Graphics Preprocessor for CHIEF. Fort Belvoir, VA: Defense Technical Information Center, December 1990. http://dx.doi.org/10.21236/ada231345.

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West, Robert C. Constitutional Theory and the Commander-In-Chief. Fort Belvoir, VA: Defense Technical Information Center, April 1994. http://dx.doi.org/10.21236/ada280637.

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Gibbons, Robert, and Kevin Murphy. Relative Performance Evaluation for Chief Executive Officers. Cambridge, MA: National Bureau of Economic Research, April 1989. http://dx.doi.org/10.3386/w2944.

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6

Easterly, Jill A. CREW CHIEF: A Model of a Maintenance Technician. Fort Belvoir, VA: Defense Technical Information Center, May 1990. http://dx.doi.org/10.21236/ada222669.

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7

Williams, Kim. Office of the Chief Financial Officer 2012 Annual Report. Office of Scientific and Technical Information (OSTI), January 2013. http://dx.doi.org/10.2172/1168597.

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8

Kanter, Herschel, Leonard Wainstein, Rachel Kaganoff, and Barry Pavel. The CINCS (Commanders-in-Chief) and the Acquisition Process. Fort Belvoir, VA: Defense Technical Information Center, September 1988. http://dx.doi.org/10.21236/ada206858.

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9

Fernandez, Jeffrey. Office of the Chief Financial Officer Annual Report 2010. Office of Scientific and Technical Information (OSTI), December 2010. http://dx.doi.org/10.2172/1003827.

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Fernandez, Jeffrey. Office of the Chief Financial Officer Annual Report 2009. Office of Scientific and Technical Information (OSTI), December 2009. http://dx.doi.org/10.2172/980780.

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