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CONTENT: Letter from A. S. Gibbons to S. E. Day Sr., Justice of the Peace, asking him to strictly enfores the laws regulating fires in the National Forest BIOGRAPHICAL HISTORY: Sam Day, Sr. (1845-1925) arrived in Arizona in 1883 to survey extensions to eastern and southern boundaries of the Navajo reservation for the federal government. At the time his wife, Anna, and their three boys Sam, Jr. (1889-1944), Charles Day (1879-1918) and William remained in Colorado. The family joined Sam, Sr. in Arizona, where they staked out a homestead at Cienaga (Sinagee). He was elected to the Arizona Territorial Legislature in 1906 and served two terms in the Arizona House. From 1920 until his death in 1925 he held the post of United States Indian Commissioner.

CONTENT: Letter from A. S. Gibbons, judge of the Superior Court of Apache County, state of Arizona, dated June 18, 1923, to S. E. Day, Sr. in St. Michaels, AZ, advising him to make write beforehand to apply for letters of administration for the McGinn estate so that the matter would be ready for a hearing when he arrived in St. Johns, AZ., at the court. Reference is made to S. E. Day's having the flu, and of Day's son, Sam, arriving in St. John's also after attending the U. S. District court in Prescott and then seeing the Governor in Phoenix. BIOGRAPHICAL HISTORY: The Day Family were anglo Indian traders, on the Navajo Reservation in eastern Arizona. The collection includes the personal and business papers of Sam Day, Sr. (1845-1925) surveyor, Indian trader, legislator and United States Indian Commissioner; Anna Day, Sam Sr.'s wife (1872-1932); and of their children, Charles L. Day (1879-1918), Samuel Day, Jr. (1889-1944), United States deputy Marshall. The collection includes information on Navajo culture, stories and legends; the looting of Canyon del Muerta, and the Frank Dugan murder.

As a result of the financial crisis, several Adams County community service organizations went unfunded for three months in the summer and fall of 2009. Representatives of the community service organizations and Gettysburg College collaborated on this project to document the effects of that lack of funding. Community service organizations cut programs and staff and extended credit. Community partners stepped in to provide basic funding. Increased community cohesion resulted, as did increased awareness of community needs.

When economists have considered organizations, much attention has focused on the boundary of the firm, rather than its internal structures and processes. In contrast, this review sketches three approaches to the economic theory of internal organization—one substantially developed, another rapidly emerging, and a third on the horizon. The first approach (pricing) applies Pigou's prescription: If markets get prices wrong, then the economist's job is to fix the prices. The second approach (politics) considers environments where important actions inside organizations simply cannot be priced, so power and control become central. Finally, the third approach (path dependence) complements the first two by shifting attention from the between variance to the within. That is, rather than asking how organizations confronting different circumstances should choose different structures and processes, the focus here is on how path dependence can cause persistent performance differences among seemingly similar enterprises.

When economists have considered organizations, much attention has focused on the boundary of the firm, rather than its internal structures and processes. In contrast, this review sketches three approaches to the economic theory of internal organization—one substantially developed, another rapidly emerging, and a third on the horizon. The first approach (pricing) applies Pigou's prescription: If markets get prices wrong, then the economist's job is to fix the prices. The second approach (politics) considers environments where important actions inside organizations simply cannot be priced, so power and control become central. Finally, the third approach (path dependence) complements the first two by shifting attention from the between variance to the within. That is, rather than asking how organizations confronting different circumstances should choose different structures and processes, the focus here is on how path dependence can cause persistent performance differences among seemingly similar enterprises. ; Sloan School of Management. Program on Innovation in Markets and Organizations