| The purpose of this study is to evaluate the extent that Arizona's public organizations use Knowledge-Enabled Networks (KEN) for organizational development and change. It is also to examine the relationships between KEN and size, tasks, types, culture, learning culture, external environmental change, and internal flexibility of public organizations. The unit of analysis is the organization.; For the empirical assessment, a questionnaire was developed. The survey was a self-administered standardized questionnaire completed by participants who work in public organizations in Arizona. Inferential statistics such as T-test, analysis of variance, bivariate correlation, and multiple regression were used in the analysis.; This study presented several findings and implications as follows. First, public organizations need to build external communication networks to communicate with the public, resource suppliers and other governments. Second, public organizations have to build effective group/organizational knowledge links via computer-related-technology-based networks, linking with internal and external experts, professional consultants, and analysts. Third, tacit knowledge is used more than explicit knowledge in organizational operations. Fourth, standardized procedures/protocols for knowledge extracting is not well established. Fifth, organizational knowledge for business partners is not well managed. Sixth, public organizations need to consider organizational redesign that includes all aspects of technology, process, people, structure of employment relationships, values, and related policies as well as investment in advanced information technologies. Without organizational redesign, the advanced information technologies cannot produce meaningful benefits. Seventh, adoption of computer-based communication has positive effects on communications with the public. Eighth, insufficient budget is a major barrier to building knowledge links. Ninth, most organizations need knowledge-to-knowledge links to get work-related knowledge from the outside. Tenth, the predominant cultural type in public organizations is hierarchical culture and the leaders in public organizations have a bias toward the hierarchical culture. Eleventh, external environments of public organizations undergo fluctuations and changes, while public organizations have fairly rigid internal structures. Finally, public organizations need to cultivate organizational learning culture and flexible internal structures as both are critical variables affecting KEN. |
