• The Journal of the Korea Contents Association
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• v.22 no.2
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• pp.281-293
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• 2022

The necessity for introducing artificial intelligence(AI) into the public sector to form an intelligent government has been emerging. This study set 'Organizational Agility', 'Exploitation & Exploration Learning', and 'E-government Capability' as independent variables for the introduction of AI in central government. Dependent variables were set on whether AI was adopted in the central government organization 'Bu(mainly conducts policy planning)', and 'Cheong(mainly performs policy execution)'. Logistic regression analysis was performed on each of the two models. As a result, it was derived that ministry Bu adopted AI as organizational agility increased, and ministry Chung adopted AI as e-government capability increased. Particularly, it was identified that the effect of exploitation learning for Cheong organizations offset the influence of AI introduction according to e-government capabilities, while exploratory organizational learning facilitated the AI introduction. This study is meaningful for suggesting a strategy for adopting AI in government.

• Korean journal of communication and information
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• v.37
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• pp.171-203
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• 2007

Since 2003, Korean government went thru biggest and the most significant 'innovation' communicating the government itself as well as its policies. Following Jo's research design conducted in 2003 (published in 2004), this study adopted a longitudinal design to see how Korean government agencies have been changed by the president 'Noh' administration. The concept, 'encroachment' has been utilized to measure professional level of public relations departments of Korean government agencies. 'Encroachment' occurs when a communication department is managed by a person without proper experience or education/training in the field of public relations. After interviewing public relations managers (19 from central agencies, 16 from local government), encroachment has been found to be 'almost not changed' while, opportunities for professional 'on the job' training increased to a certain level.

• Journal of Legislation Research
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• no.44
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• pp.241-281
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• 2013

First and foremost, a discussion concerning government structure has to be done in connection with the state form and the governmental form. For practical reasons, there is a need to balance the principle of legality and its exceptions under the Government Organization Act. To ensure the flexibility of government structure with respect to the principle of legality, the National Assembly should accept the government structure requested by the newly elected government. This mitigates the rigidity of the principle of the legality within the government organizations. However, excessive changes by each government could violate the principle of legality asked by Constitution. In this sense, arbitrary modification with respect to the government structure by the newly elected government is not desirable. The long term stability of the government organization is required in any case. Secondly, general administrative agencies, other than Executive Ministries, should not be established under the direct order of the President without the control of the Prime Minister. A hierarchy of the executive branch (President->Prime Minister-> Executive Ministries) is stipulated in the Constitution. Establishing a hierarchy of President -> executive institution should be considered unconstitutional. Therefore, only the Presidential Secretariat and institutions with special functions can be established in the Presidential Office. Establishing general administrative agencies in the Presidential Office for convenience purposes is against the spirit of the current Constitution. Consequently, only the office of staffs and special agencies can be placed in the presidential office. It is against the spirit of the current Constitution to found administrative agencies under the presidential office for convenience. Thirdly, the office of the Prime Minister should be the backbone of internal affairs. In that sense, the President, as the head of state, should focus on the big picture such as the direction of the State, while the Cabinet headed by the Prime Minister should be responsible for the daily affairs of the State. The cabinet surrounding the Prime Minister must control all the ordinary affairs of the State, while the President, as the head of the State, should focus on the big picture of blueprinting the aim of the State. Lastly, the Office of the Prime Minister and Executive Ministries are the two main bodies of the executive branch. It is important to reduce the confusion caused by repeated changes in the names of Executive Ministries, to restore the traditional names and authorities of these institutions, and to rehabilitate the legitimacy of the State. For the Korean democracy to take its roots, a systematic way of stabilizing a law-governed democratic country is needed. There is also the need not only to reform security and economic agencies, but also to rationally solve the integration of technique and policy, according to the changes of time.

• 월간 기계설비
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• s.54
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• pp.32-34
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• 1995

내무부 토목국이 모태가 돼 지난 62년 정식 출범 했던 건설부가 정부조직 대폭 개편에 따라 건설교통부의 새체제로 출범, 초대장관에 오명 전교통부장관이 취임했다. 본지는 이번 정부조직개편에 따라 새체제로 출범한 건설교통부의 개편 내용을 게재, 회원사의 이해를 돕고자 한다.

• Journal of Digital Convergence
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• v.17 no.6
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• pp.133-144
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• 2019

The purpose of this study is to empirically examine the ICT legal system and the ICT performance by new technology's investment for government organizational changes. I will show the impact of government ICT investment interest, competency, convergence and process change, and then present policy direction. A research method used the structural equations. As a result of analysis, ICT investment interest and operational competency showed the negative impact the ICT legal system and the role change of ICT process and convergence of new technologies showed the positive impact. The Framework Act on National Information showed the positive impact on organizational performance, but the E-Government Act showed the negative impact. The contribution in the study expanded organization research from MIS perspective, and each organization is required the conflict resolve by ICT investment. A future study will require longitudinal study of ICT capabilities from previous to present government.

• Journal of the Korea Society of Computer and Information
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• v.13 no.7
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• pp.257-267
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• 2008

This study aimed at identifying the organizational factors that influence the performance of e-Government. For this purpose, we reviewed much research related to organizational and e-government performance. Also we surveyed from A governmental agency and performed the analysis. The findings show that all organizational factors (chief officer's commitment, information-oriented culture, and interpersonal/interdepartmental collaboration) have an significant and positive effects on the performance of e-Government: increase in customer service, improved work efficiency, cost reduction). Also, the results show that all organizational factors have much stronger relationship with the customer service than other organizational factors.

• Proceedings of the Korean Society of Health Policy and Administration Conference
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• 2004.05a
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• pp.105-125
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• 2004

제17대 총선에서 여대야소 국회가 구성되고 대통령 탄핵안이 헌번재판소에서 기각됨에 따라 참여정부의 본격적인 행보가 시작되고 있다. 보통 정권이 바뀌면 가장먼저 시작하는 분야가 정부조직 개편이다. 새로운 각오로 시작하는 참여정부에서도 벌써 정부조직개편안이 나오기 시작하였다. 보건의료부분도 '사회부총리신설안, 보건복지부, 식약청, 노동부를 통폐합하여 '복지노동부'와 '보건식약청'으로의 개편안과 대통령 사회정책수석의 신설 등이 거론되고 있다. (중략)

• Journal of Korean Society of Archives and Records Management
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• v.9 no.1
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• pp.99-120
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• 2009

This is a research analyzed general patten and change as measure and guidances about government reorganization and surveyed a state of the records management according to the reorganization. The result of analysis, first, the guideline of government reorganization requires complementary measures according to the various patten and primary factor. The archives management according to the reorganization requires not only the change of the function between organizations but between internal organizations. It is arrangement guidance of transferring secret records and special archives management division records according to reorganization. Forth, archivist and official's duty related with transferring records should be stipulated according to Government reorganization. Fifth, the records oversight and missing should be minimized as amending related laws and regulation.

• Korean journal of communication and information
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• v.67
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• pp.7-34
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• 2014

This study analyzes the characteristics, implications, and problems of Social Network of Press Organizations from the Kim Dae-jung administration to the Lee Myung-bak administration in Korea. For analyzing these issues, this study attempts to investigate the traits of social network structure based on the density analysis, distribution character analysis and correspondence analysis in each and among regimes. To answer these questions, this study utilizes human relationship data which related to personal network aspects (place of birth, affiliated college) and expertise aspects (types of major field), and which data has been gathered from the biographical web-site of Press Organizations in Korea. The results showed that the membership format of each Press Organizations depends on the connection with political environment directly and indirectly. Especially, the network traits of Broadcasting Press Organizations stands out a place of birth aspect. This findings indicate that the broadcasting policy reality that the path of decision making is connected with the political environment is more effective.

• Informatization Policy
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• v.17 no.1
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• pp.78-101
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• 2010

Unlike knowledge sharing or knowledge transfer, knowledge protection has received little attention in the literature. Knowledge protection play a very important role in keeping organization competitive. This study explores the differences in knowledge protection between public and private organizations by T-test and regression analysis. The results of this study shows that the level of knowledge protection in public organizations is lower than that in private organizations. There is even larger difference in the level of access to key knowledge from outside between the two sectors. Such difference can be explained by the unique characteristics of public sector organizations. Understanding why the level of knowledge protection differs between the public and private sector is very important. This study presents lessons and implications for management leadership.