• Journal of Agricultural Extension & Community Development
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• v.19 no.4
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• pp.1095-1136
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• 2012

The study demonstrated the pre-feasibility evaluation of the new agricultual technology R&D project and the ways to improve it. The study created new criteria for pre-feasibility evaluation based on the results acquired from the examination and analysis of pre-feasibility evaluation systems and criteria of various institutions at home and abroad in order to understand the current state of the evaluation method conducted by the Rural Development Administration and to seek ways for its improvement. The new criteria include indices for technicity, marketability, and feasibility. Based on these, questionnaires were prepared and the answers on them were statistically analyzed to set weights between indices. It was found that feasibility appeared the highest, in particular, feasibilities related to budget appropriateness, novelty, possibility of demand for the technology, and potential of commercialization appeared high. Referring to this conclusion, a simple operation process of pre-feasibility evaluation was introduced in the study.

• STI Policy Review
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• v.3 no.2
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• pp.130-151
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• 2012

Fraunhofer was founded in 1949 and grew into Europe's largest application-oriented research organization. Fraunhofer currently employs over 20,000 members in Germany, is internationally networked, and manages an R&D budget of over 1,8 Billion Euros per year. An important step for Fraunhofer to become an integral component of the German innovation system was the introduction of the Fraunhofer Model of financing based on a performance-related system of financial management. The underlying model of the allocation and distribution of public funding to Fraunhofer that is subsequently allotted to specific research groups is one of the success factors of Fraunhofer. Fraunhofer is proud of its decentralized organizational model. Fraunhofer is comprised of 60 Institutes in Germany working in different fields, under one legal framework, and with a strong brand value. Every Fraunhofer Institute is affiliated with a German University and every institute director simultaneously holds a chair at the affiliated university. It is a challenge for the headquarter organization to balance the intended competition of individual Fraunhofer Institutes with complementarity cooperation in science among Fraunhofer-Institutes, especially when coming from different knowledge domains; however, this goal results in a significant advantage. The unique strengths of Fraunhofer offer system solutions in a world with increasingly complex R&D challenges. While growing to become the largest organization on Europe to focus on applied research it is the challenge to remain an agile organization that is flexible in organizational structure. Fraunhofer has reached a well-recognized position in the European innovation landscape. It is often referred to by science and governments as a role model for innovation policy and a key element of the latest successes in the German economy that has recovered quicker from the latest economic crisis than most other western economies. The paper explains Fraunhofer as an organizational paradigm and its underlying management model to elaborate on the challenges of managing a research organization. We wish to show how it is possible to transfer the management model and philosophy of Fraunhofer to innovation systems with different framework conditions and challenges. A universal conclusion may be drawn based on the description of Fraunhofer; however, changes in existing structures and innovation systems cannot be implemented over night.

• Economic and Environmental Geology
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• v.46 no.3
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• pp.235-246
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• 2013

The importance of R&D has been recognized around the world and Korean research funding has rapidly increased in recent years. As a results, interest in strategic R&D Investment is growing in both the public and private sectors. This study was carried out to find trends in the research projects of the KIGAM since the fiscal year of 1976. The KIGAM expended 1,193.3 billion won during the 36 years from the fiscal years of 1976 to 2011, which is 1,795.8 billion won calculated using the present value in 2011 at discount rate of 5%. R&D expenditure of KIGAM increased approximately 132.9 times from 885 million won in 1976 to 117,600 million won in 2011, and about 24.1 times from 4,882 million won in 1976, as calculated using the present value in 2011. The number of research projects increased about 6.75 times, from 28 projects in 1976 to 189 projects in 2011. Based on research trend analysis over the last 36 years, the percentage of research projects by research fields were as follows: mineral resources research, 39.5%; geologic environmental research, 28.8%; geological research, 15.6%; petroleum and marine research, 12.1%; and policy research, 3.1%. The percentage of the R&D budget dedicated to each type of research were as follows: mineral resources research, 33.1%; geologic environmental research, 25.6%; geological research, 22.8%; petroleum and marine research, 15.9%; and policy research, 2.1%. Allocation of R&D investment was determined by considering the governmental priority of such research, as well as which area were most promising. Based on the research projects trends within KIGAM and analyses of its R&D, we should build our R&D portfolio in the areas of geosciences and mineral resources.

• Journal of Korea Technology Innovation Society
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• v.13 no.1
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• pp.68-98
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• 2010

This study was conducted to analyze the results of the implementation of next-generation growth engine program that was promoted across all government agencies for five years from 2004 as part of a range of initiatives aimed at expanding the nation's economic growth potential. The results were analyzed in this study using five indices: program purpose and design; strategic planning; program management; program results; and pan-governmental agency cooperation and coordination. The results of the study include the following. First, regarding program purpose and design, it was found that consistent leadership in the promotion of the programs was insufficient as the relevant program promotion systems and financial resources were dispersed among governmental agencies, even though the objectives and validity of the programs were recognized. Second, with regard to strategic planning, it was found that although the program objectives and technical development strategy had been established at the beginning of the program, they were biased toward the technical objectives and mainly implemented by the technology suppliers. Third, regarding program management, it was found that the responsibility for general administration, ranging from task planning to policy improvement, was given to the appointed program director but that the system of cooperation among the agencies was insufficient to carry out the relevant tasks. Fourth, regarding the results of the program, it was difficult to understand the results consistently as the economic objectives were not clearly presented, even though the technical objectives were achieved despite the short implementation period of the program. Fifth, with regard to pan-governmental agency cooperation and coordination, it was found that the coordination organization whose remit was to implement the program was established pursuant to the Basic Law on Science and Technology, but that no detailed regulations or guidelines on the operation of the organization were drawn up. To efficiently plan and execute future pan-governmental agency R&D programs that are similar to the next-generation new growth engine program, various requirements should be met, namely, 1) joint planning and consistent program design among governmental agencies, 2) clarification of the program objectives and budget allocation system, 3) establishment of a pan-governmental agency program operation and assessment system, 4) formulation of a strategy for linking R&D with standardization, and 5) enactment of pan-governmental agency joint operation rules.