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.
행정정보시스템이 공공조직효과성에 미치는 영향
온나라 BPS 시스템을 중심으로
서울 : 한국행정연구원
|Series Title; No||KIPA 연구보고서 / 2007-06|
|Subject Country||South Korea(Asia and Pacific)|
|Subject||Government and Law < Public Administration|