Thesis (M.A.)--University of Wisconsin--Madison, 1968. / Title from title screen (viewed May 13, 2009). Includes bibliographical references. Online version of print original.

Thesis (M.A.) - Carleton University, 2003. / Includes bibliographical references (p. 139-149). Also available in electronic format on the Internet.

Thesis (M.H.A.)--University of Michigan, 1967.

Thesis (Master of Military Art and Science)--U.S. Army Command and General Staff College, 2008. / "The National Guard has been in a nearly constant state of change, in one form or another, since its inception. The events that have transpired since the attacks on the World Trade Center on 11 September 2001 demonstrated the need for the next major evolution of the National Guard. The National Guard began the process of transforming the State Military Headquarters in all 54 states and territories by converting from an Administrative and Oversight Headquarters to a Joint Operational Activity in 2003. This study investigates the changes brought about by the implementation of the joint planning process with relation to the transformation to Joint Force headquarters in California. It explores the impact of the joint planning process to current operational plans within California and the challenges and successes experienced during the process. In doing so, it focuses on the effects the JFHQ transformation process has had in California. One critical component to operating in a joint environment is the ability for the organization to conduct Joint Planning using the Joint Operation Planning and Execution System (JOPES) format. All of the existing plans for each state would have to be updated and converted to the JOPES format, adding to the challenges of learning a new planning format and training planners to use the new format. This study finds that resourcing has been the most significant challenge to the transformation process with regards to joint planning. The planning staff within the J-5 has suffered from a lack of sufficient personnel to conduct both strategic and operational planning simultaneously. Strategic planning has been extremely effective while operational planning has produced mixed results. Personnel within the joint staff have not been trained on the Joint Operations Planning Process (JOPP) which further hampers its operational planning capability. The lack of trained planners has slowed attempts to update and transition current "on the shelf" plans from the old "scenario" based plans (earthquake, civil disturbance, flood, etc.) to new "capabilities" based plans (transportation, security, RSOI, etc.)."--P. iv. Includes bibliographical references (p. 128-130). Also available via the Internet.

Thesis (D. Min.)--Gordon-Conwell Theological Seminary, 1997. / Abstract and vita. Includes bibliographical references (leaves 98-109, 244).

Thesis (M.S.)--School of Advanced Air and Space Studies, 2008. / "June 2008." Vita. Includes bibliographical references (p. 77-80). Also available via the Internet.

Thesis--School of Advanced Airpower Studies, 1992. / Shipping list no.: 98-0921-M. "November 1993." Includes bibliographical references. Also available via Internet from the Air University Press web site. Address as of 10/21/03: http://aupress.au.af.mil/SAAS%5FTheses/Dillman/dillman.pdf; current access is available via PURL.

Thesis (M.S.)--Oregon State University, 2009. / Printout. Includes bibliographical references (leaves 41-43). Also available on the World Wide Web.

Project (D. Min.)--Trinity Evangelical Divinity School, 1991. / Includes bibliographical references (leaves 201-205).

Thesis (doctoral)--Groningen, 1947. / "Theses": 4 p. inserted. Includes index.