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행정정보시스템이 공공조직효과성에 미치는 영향 : 온나라 BPS 시스템을 중심으로

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Frame of Image 였습니다. 이에 따라 온나라시스템 의 문제점들을 식별하고 개선방향을 제시하였습니다. 정부가 온나라 BPS 시스템을 지방자치단체에까지 확산하여 전 공공조직을 포 괄하는 업무처리의 중추신경망으로 발전시키려는 현시점에서, 이 연구가 차세대 전 자정부 정책 수립을 위한 방향 설정에 많은 도움을 줄 수 있을 것으로 기대합니다. 이 연구를 책임지고 수행한 고려대학교 공공행정학부의 임준형 교수와 그 동 안 자문과 지원을 아끼지 않았던 학계 전문가 및 공무원 여러분께 진심으로 감사 드립니다. 아무쪼록 이 보고서가 관계 공무원, 학자 그리고 전문가 분들에게 널리 활용되기를 바랍니다.
2007년 12월 한국행정연구원 원장
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제1 장 서 론
제 1 절 연구의 의의 및 목적 ·························· 2 ·························· ························· 제 2 절 연구의 대상 및 방법 ·························· 3 ·························· ·························
제 2 장 선행연구의 검토
제 1 절 조직효과성에 관한 논의 ························ 6 ························ ························ 제 2 절 정보체계의 효과성에 관한 논의 ···················· 8 ···················· ···················· 제 3 절 조직의 맥락과 정보체계의 효과성 ··················· 13 ·················· ··················
제 3 장 온나라시스템의 개관
제 1 절 온나라시스템의 구축 배경과 개발 과정 ················ 28 ··············· ··············· 제 2 절 온나라시스템의 개념, 구성, 연계 ··················· 30 ·················· ·················· 제 3 절 소결 ·································· 36 ·································· ·································
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Full Text
Title 행정정보시스템이 공공조직효과성에 미치는 영향
Similar Titles
Sub Title

온나라 BPS 시스템을 중심으로

Material Type Reports
Author(Korean)

임준형

Publisher

서울:한국행정연구원

Date 2007-12
Series Title; No KIPA 연구보고서 / 2007-06
Pages 190
Subject Country South Korea(Asia and Pacific)
Language Korean
File Type Documents
Original Format pdf
Subject Government and Law < Public Administration
Holding 한국행정연구원

Abstract

This research intended to explore the impact of the On-Nara BPS system on organizational effectiveness in the public sector context.
The On-Nara BPS system was developed by Korean government to streamline administrative procedures and help improve the efficiency and productivity of business processes in public organizations. Since 2007, the system has been mandatorily adopted and utilized by all central agencies.
Although the On-Nara BPS system was incited by United Nations as a best practice for government innovations, no evidence exists yet in determining whether the system has really contributed to enhancing decision-making processes and business productivity in public organizations.
In searching for the evidence, this research created a conceptual framework drawing insights from the relevant literature, which considers a variety of organizational factors that may affect information systems effectiveness. Questionnaire survey was conducted over public officials in four central department and agencies to examine their perceptions of the On-Nara BPS system's effectiveness. Additionally, in-depth interviews were conducted with several public officials about the On-Nara BPS system's effectiveness.
The results of analysis on the collected data find that the On-Nara BPS system has not yet successful in achieving their goals.
First, only about 50% of public officials utilized the system to support their works. Second, public officials who have the negative perception of the system‘s effectiveness are more than those of positive perception about it. About 30 or 40 % survey respondents perceived that the system caused additional burden to their works, delayed decision-making, and made work processes more complicated. Third, the system has caused problems with interoperability with legacy systems unique in public organizations. A lot of administrative efforts and additional resources were needed to establish connections among the systems.
Additionally, key findings suggests that the these problems stemmed from the top-down initiative of the authority in charge of the system to mandatorily introduce the system in all central agencies, without considering unique organizational context in each agency.
To resolve the problems, this research suggests following policy options: first, each agency should have autonomy in its decision on the adoption of the system; second, the system should be customized and selectively adopted to support different work processes; third, cultural changes programs should be introduced in an organization to help improve the system utilization among public officials; fourth, IT leadership of senior management should be cultivated to obtain top mangers' support for the system.