• Journal of Science and Technology Studies
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• v.18 no.1
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• pp.219-265
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• 2018

Recently, interest in energy tranisition is rising. Energy transition requires active participation and cooperation of diverse stakeholders, including users / citizens, in that it requires not only changes in technological factors but also changes and coordination of various social factors. Living labs are attracting attention as one of the ways to do this. This article is a detailed analysis of the activities of the mini-PV living lab in the urban area from 2016 to 2017 at the Seoul, Sung Dae Goal. Through the Living Lab, mini PV DIY products, backup centers, local financial services, and the development of a variety of education and training strategies have been achieved. These activities and achievements were analyzed through questions raised on strategic, tactical, and operational levels, as well as through multi-level perspective and interaction between initiative, regime, and niche. In conclusion, this living lab activity confirmed the possibility of a 'transition lap' to solve social problems such as sustainability of energy production and utilization. In particular, it gained remarkable results in terms of the operational leves of transition management governance, that is, transition experiment, and it was also remarkable in that it was the initiative of citizens. However, it did not proceed without difficulty. In particular, structural problems such as the conflict between the flexibility inherent in living lab and the bureaucratic rigidity of the financial support organization have appeared. There was also a limitation that there was no 'transition field' on the strategic level necessary to replicate and expand strategic niches while spreading the knowledge gained from the transition experiment, forming the vision of transition.

• Journal of National Security and Military Science
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• s.4
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• pp.83-118
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• 2006

This study is to develop digital leadership in a field of national defense. Today, korean society is facing the crisis of national security. But national defense leadership is not show in the circumstance of national security crisis. As you know, national defense leadership is a process that make use of influence. Which means it converges people's interest and demands well and also show people the right vision of national defense and make them to comply the policy about national security. Because of the environmental change, our national defense leadership is having a new turning point. First, international order, which is under post-cold war, raises possibility of guarantee of peace and security in international society but also, cause the increase of multiple uncertainty and small size troubles in security circumstance. In addition, Korean society is rushing into democratization and localization period by success in peaceful change of political power went through about three times. The issue of political neutralization of military is stepping into settlement but still, negative inheritance of old military regime is worrying about it. In this situation, we can't expect rise in estimation about the importance of security and military's reason for being. So, military have to give their concern to not only internal maintenance of order and control and growth of soldiers but also developing external leadership to strength influence to society and military's the reason for being. So for these alternative I'm suggesting a digital leadership of national defense which fits digital era. This digital leadership is the leadership which can accept and understand digital technology and lead the digital organization. To construct digital national defense we need a practical leadership. The leadership has to be digital leadership with digital competence that can direct vision of digital national defense and carry out the policy. A leader who ha s digital leadership can lead the digital society. The ultimate key to construct digital government, digital corporate and digital citizen depends on digital leader with digital mind. To be more specific, digital leadership has network leadership, next generation leadership, knowledge driven management leadership, innovation oriented leadership. A leader with this kind of leadership is the real person with digital leadership. From now on, to rise this, we have to build up human resource development strategy and develop educational training program.

• Korean Security Journal
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• no.44
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• pp.7-35
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• 2015

The objective of this article is to inform and document the contemporary development of the private security industry in Queensland Australia, a premier holiday destination that provide entertainment for the larger region. The purpose of this review is to examine the comtemporary development of mandated licensing regimes regulating the industry, and the necessary reform agenda. The overall aim is threefold: first, to chart the main outcomes of the two-wave of reforms since the mid-'90s; second, to examine the effectiveness of changes in modes of regulation; and third, to identify the criteria that can be considered a best practice based on Button(2012) and Prenzler and Sarre's(2014) criteria. The survey of the Queensland regulatory regime has demonstrated that, despite the federal-guided reforms, there remain key areas where further initiatives remain pending, markedly case-by-case utilisation of more proactive strategies such as on-site alcohol/drug testing, psychological evaluations, and checks on close associates; lack of binding training arrangement for technical services providers; and targeted auditing of licensed premises and the vicinity of venues by the Office of Fair Trading, a licensing authority. The study has highlighted the need for more determined responses and active engagements in these priority areas. This study of the development of the licensing regimes in Queensland Australia provides useful insights for other jurisdictions including South Korea on how to better manage licensing system, including the measures required to assure an adequate level of professional competence in the industry. It should be noted that implementing a consistency in delivery mode and assessment in training was the strategic imperative for the Australian authority to intervene in the industry as part of stimulating police-private partnerships. Of particular note, competency elements have conventionally been given a low priority in South Korea, as exemplified through the lack of government-sponsored certificate; this is an area South Korean policymakers must assume an active role in implementing accredited scheme, via consulting transnational templates, including Australian qualifications framework.