References
- Kline , Elliot H. and Buntz , C. Gregory . 1979 . On the Effective use of Public Sector Expertise: Or why the Use of Outside Consultants Often Leads to Waste of In-House Skills . Public Administration Review , 39 : 226 – 229 . The majority of this list is taken from
- 1980 . Special Analysis 2: Federal Contract Awards Over $10,000--By Product and Service, Fiscal Year 1979 Washington, D.C. The estimate was derived from data provided by the Federal Procurement Data System. See Office of Federal Procure Policy, Office of Management and Budget.
- Salamon , Lester M. 1982 . The Federal Budget and the Nonprofit Sector , Washington, D.C. : The Urban Institute Press . For an overview of the nonprofit sector, see:
- Bowen , Don L. and Collect , Merrill . 1978 . When and How to Use a Consultant: Guidelines for Public Managers . Public Administration Review , 38 September/October : 467 Rosenblum, Robert and McGillis, Daniel. Observations on the Role of Consultants in the Public Sector," Public Administration Review 39 (May/June, 1979): 219-226;Sharkansky, Ira. "Government Contracting, "Government 53 (Winter, 1980):22-27.
- Sharkansky , Ira . 1980 . Policy Making and Service Delivery on the Margins of Government: The Case of Contractors . Public Administration Review , 40 March/April : 116
- 1980 . Quarterly Report of Federal Awards: Fiscal Year 1979 2 Washington, D.C.
- 1972 . The Nonprofit Research Institute 171 – 144 . McGraw-Hill, New York
- Of those organizations invited to best-and-final competition,74 percenthad scores in the initial phase of the competition that were in the most proficient technical class.
- For those competitions in which both for-profit and not-for-profit organizations competed and in which best-and-final competition was held, the highest technicals core was required 47 percent of the time to receive the award.
- Salamon , Lester M. and Abramson , Alan J. 1982 . The Federal Budget and Nonprofit Sector , Washington, D.C. : The Urban Institute Press .
- For a bibliography of the grantsmanship literature, see: The Grantsmanship Center. Basic Grantsmanship Library, 5th ed., The Grantsmanship Center, Los Angeles. Work booksare available from Management Institute, Inc., Washington, D.C. For marketing strategies and hints on avoiding errors, see: Lorenz, Patsy H. "The Politics of Fund Raising Through Grantsmanship in the Human Services;" Public Administration Review 42 (May/June,1982):244-251.
- The data suggest,for example, that the superior cost-competitivenes softhe for-profit group is due primarily to the influence of those for-profit organizations having fewer than 200 employees. But this finding has negligible implications regarding the distribution of awards between the for-profit and not-for-profit groups.
- A study of larger scope might also examine separately the specific categories offor-profit or not-for-profit organizations. Categories of the former might include "spin-offs" of larger companies or those that specialize in contracting. Categories of the latter might include educational institutions, research institutes, and direct service providers.