• Asian Journal for Public Opinion Research
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• v.8 no.1
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• pp.41-58
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• 2020

This article attempts to explain social media use within the relationship between the public and government of Indonesia in the era of digital government, as well as to consider public opinion on this matter. This research is based on the application of social media logic and the theory of dialogic communication and action. A qualitative descriptive approach was used to observe the general behavior of social media use by 34 ministries in Indonesia, including interviews with the resource persons within the ministries and focus group discussions with members of the public and observers. The research shows that the relationship between the public and government is accommodative and in line with social media logic. The public sector implemented social media as its platform, which has been further adopted by all ministries. The public sector cannot avoid social media, as it has become part of basic connectivity, even though the use of social media by the government still tends to be in the form of presenting public information. There are advantages and disadvantages of the usage of social media by the government. The advantages include allowing the government to be more open via social media so that communication between the government as the ruling organization and its public can be more fluent. Social media provides space to the public sector in the practice of digital government. Some disadvantages arise as logical consequences that usage of social media cannot be separated from the implementation of digital government. The adaptive behavior of social media by the government can be found by following social media logic as part of digital government implementation. Social media logic causes the government to follow the rules of social media. In this context, the strength and power of the country seems to be regulated by social media. Therefore, more studies on how social media is managed in the context of its usage as digital government support is needed.

• The Journal of the Korea institute of electronic communication sciences
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• v.8 no.7
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• pp.1049-1064
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• 2013

This study aims to seek effective measures centering on developing countries that can export Korea's e-Government ranked the first place two times in a row (2010 and 2012) in the United Nations' e-Government Survey. Up to the present, individual ministries or agencies have made efforts to export systems or services related to e-Government, but it is judged that comprehensive and systematic approaches have not been sufficient. This study, therefore, has been intended to find realistic mid- and long-term strategies and supporting methods that can promote Korean-type e-Government exports by analyzing problems identified in the strategies implemented by the current ministries or agencies for assisting enterprises engaged in e-Government exports. In addition, this study as an empirical one has been intended to diagnose improvement points by analyzing e-Government exporting strategies executed by existing government ministries and agencies, suggest methods for filling in gaps between as-is and to-be models, and seek timely and effective measures in the future.

• Journal of the Korean BIBLIA Society for library and Information Science
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• v.16 no.1
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• pp.247-267
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• 2005

This study measures the effectiveness of 39 Korean Government websites in providing equitable and appropriate government information to the public. 39 government web sites were divided into two groups, 21 "departments or ministries" and 18 "offices". Five evaluation criteria were information contents of services, fluent operation of services, feedback mechanism, easiness of access, and design. The study showed that there are some different results between 21 "departments or ministries" and 18 "offices". Most information services provided by Government websites were slightly moderately appreciated by the researchers. Some problems and resolutions for the improvement of government websites are provided. Also, some suggestions for the government website designers and administrators are made.

• Journal of Digital Convergence
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• v.6 no.4
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• pp.25-34
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• 2008

This study explores the component factors of innovation brand to build organizational culture of government ministries. A perception of organizational officers on innovation brand is ranked orderly by brand awareness(recognition, discrimination), brand loyalty (identification, ease of memory, meaning diffusion, reaction of customer needs), brand salience, brand knowledge and brand innovation. The results of factor analysis classify the component factors with factor1(brand awareness, brand loyalty) and factor2(brand innovation). This results indicate that the officers definitely recognize the value of innovation brand and brand identity. The brand discrimination and brand loyalty can also positively affect perception on brand innovation.

• Journal of the Korean BIBLIA Society for library and Information Science
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• v.23 no.3
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• pp.177-191
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• 2012

The purpose of this study is to suggest some guidelines for improving the management of administrative artifacts based on the analysis on archivist's perception. The study investigated the current state of record centers and the archivist's perception in 15 ministries of Korean central government, most of the central ministries did not enact the administrative artifacts management rule. Also it isn't done correctly unlike perception of need to manage administrative artifacts. It is necessary to educate about administrative artifacts management regularly and to develop central ministries collection.

• Journal of the Economic Geographical Society of Korea
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• v.15 no.4
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• pp.464-480
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• 2012

This paper includes consideration for construction of Sejong City and seeking its alternative. Korean government has gone ahead with the relocation of 35 ministries of central government from Seoul metropolitan area to Sejong city for balanced regional development. But many specialists are worried about the spatial division of government function because such a spatial division would bring down the functional efficiency of central government. This paper proposes to make Sejong city the administrative capital city instead of the relocation of some ministries to Sejong city, and discusses the necessity and appropriateness to develop Sejong city as an administrative capital city.

• Journal of Digital Convergence
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• v.7 no.2
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• pp.1-12
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• 2009

This study explored which the component factors on innovation brand to building an organizational culture of government. The innovation brand perception of organizational officers are in order brand awareness(recognition, discrimination) and brand loyalty(identification, ease of memory, meaning diffusion, the reaction of customer needs), brand salience, brand knowledge and brand innovation. The result of Importance-Performance analysis are as follows. We can see that Brand loyalty have Quadrant I meaning good management implementation. Brand Knowledge have Quadrant II meaning concentrate improving. Brand Uniqueness have Quadrant III meaning improving. And Recognition, familiarity and salience have Quadrant IV meaning low relative importance and high performance. The Quadrant IV consider the cost and benefit of brand management.

• Journal of architectural history
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• v.17 no.4
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• pp.25-42
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• 2008

The Gyeongbok Palace was completed during the reign of King Taejo and King Sejong in the early Joseon Dynasty. The most remarkable spacious feature of the palace is that it has an inner palace wall without an outer palace wall. The absence of the outer palace wall had its origin in the palace of the late Goryeo Dynasty which did not provide the outer palace wall. Gwanghwamoon was the main gate of the palace, and the office buildings of the Six Ministries were arranged on the right side in front of the main gate. A wide road called Six Ministries Avenue was made between the builidings. The avenue was completed during the reign of the third king of Joseon, Taejong, and it was assumed that this arrangement was influenced by the government office arrangements of Nanjing, the early capital city of the Ming Dynasty. Gwanghwamoon held national rituals as well as the civic and military state examinations nations in front of the gate. The avenue was decorated with flowers and silks when kings and the royal families, or Chinese envoys enter the gate, and the civilians watched the parade, Because there was no outer palace wall, all the events held at Gwanghwamoon and the Six Ministries Avenue ware opened to the public, it was the unique feature of Gyeongbok Palace that the palaces of Goryeo dynasty and China did not have.

• 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.

• Journal of Korea Society of Digital Industry and Information Management
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• v.6 no.3
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• pp.191-201
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• 2010

The Korean central government has been investing a lot of efforts to promote performance of local governments. For example, the Ministry of Public Administration and Security (MOPAS) supported the local governments to develop and provide with a 'balanced score card' and a 'customer satisfaction innovation. ' Many other central ministries also conducted individual evaluations for local governments in their substantive policy areas. These evaluation systems of 78 appraisals for local governments conducted by the MOPAS and other ministries had made the local governments to work harder. However, most local governments have appealed their 'reform fatigue' caused by the overlapping evaluation systems. In this context, the MOPAS initiated merging the evaluations into a co-evaluation system under the new Government Performance Evaluation Act of 2006. In this process of introduction of new evaluation system, there are two significant movements. Firstly, as Korean Government has strong information technology, MOPAS has developed 'Virtual Policy Studio (VPS)' which evaluates the performance of each local government with on line. In other words, in the co-evaluation system for local government performance most evaluation steps are implemented by computer and Internet. So most stakeholder can access and work on the VPS in real time when they want to. And the other thing is that cooperation among stakeholders has been occurred in the co-evaluation system. Furthurmore the cooperative governance is systemized and sustain for a long time because MOPAS made IT based co-evaluation system. Therefore this paper intends to illustrate the process of introduction of VPS, main process of co-evaluation system based on VPS and analyze collaborative governance of the co-evaluation system.