Methodology and Data
This appendix contains tables displaying data and statistical findings that are discussed in detail in chapters 5 and 6.
We begin with tables A.1 and A.2. Table A.1 shows the simple correla- tions between the variables used in this chapter. In table A.2, we begin the detailed analysis of the management challenges of the organizations in our study. We examined the management challenges shown in table A.2 using the following logic: We first determined the percentage of providers by faith orientation that had identified specific management challenges (the second, third, and fourth columns of the table). To discover where faith differences might be related to those management challenges, we identified challenges where we found a substantial percentage difference (defined as 19 percent or more in the fifth column of the table) between ”strongly faith-based” and “non-faith-based” organizations. For example, this would include among others: “achieving our mission” (–19 percent), ”recruiting/keeping effective board” (32 percent), “managing board/staff relations” (26 percent), and “strategic planning process” (25 percent). We then computed a correlation between the 0–8 faith-based scale and the management challenges (sixth column of the table). We used these and partial correlations (seventh and eighth columns of the table) to examine the extent to which age or size appeared to be related to the management challenges. For example, if a partial correlation between faith influence and a management challenge, controlling for size, is much smaller than the original faith influence–management challenge correlation, we concluded that size is likely a factor in that particular management challenge. This type of pattern can be seen in “delivering high-quality services,” where the simple correlation with faith influence is 0.222 and the partial correla- tion controlling for size is 0.115. We conclude here that size (in addition to faith influence) is also a factor in the delivery of high-quality services.