Behavioral Assumptions of Capacity Building

Capacity building is a buzzword and a touted solve-all for non-profit organizational and programmatic woes.  After reading a journal article on the behavioral assumptions of policy tools by Anne Schneider and Helen Ingram, I wondered if such a framework has been developed to track the behavioral assumptions of capacity building interventions.  The assumption I saw played out time and again working in East and West Africa with indigenous non-profits was one of knowledge access.  If non-profits have access to knowledge regarding (fill in the blank) budgeting, monitoring and evaluation, marketing, etc they will act differently, or so the theory goes.  Research and experience has shown that access is but one part of the puzzle when approaching capacity building efforts. What has been your experience with behavioral assumptions around capacity building interventions?