행정개혁을 위한 정보기술의 성공적인 도입전략 = Successful Strategies for The IT-enabled Administrative Reform

다국어 초록 (Multilingual Abstract)

In the 1970s, many countries which were faced with the pressure for the 1 administrative reform` and the `wave of information，were individually lo each of those trends. As the unlimited IT(Information Technology) were being realized in the mid-1980s, many countries have eventually tried to introduce IT and competitively utilized IT in the course of their administrative reforms. According to the case studies on the governmental reforms that have already utilized IT, there are fewer success in spite of investing the enormous budget and resources in their reform projects.
So, I was motivated to analyze at that point I had collected a lot of cases on the administrative reforms from not only the informatizationed countries like the United States, the UK but also the various developing countries around the world And then, those cases were applied to the theoretical models of R Heeks and some other scholars. As a result, we had found several valuable facts to mention： First, public organizations should get out of `the model of ignorance`, move from ` the isolated model` to `the integrated model`, and from `the idolized model` to ` the integrated model`. Second, public organizations should transfer from ` the automation phase` to the informatization phase`. In addition, we could find out the major causes for the success or failure of the ` IT-enabled Administrative Reform` and the implications for the exploration of successful strategies for reinventing government in the Information Age.
Then, based on those findings, we tried to sort the causes of failure in the IT-enabled Administrative Reform into three categories: ① distorted cognition related to information technology, ② basic assumptions on information technology, ③ managerial & structural factors. We pointed out their impractical ideas with logical contradictions to first two categories and presented rather specific strategies and alternatives to last category. Those strategies and alternatives which could remove or overcome the causes of failure were contrived in three aspects: financial aspect, personnel managerial aspect, and aspect of the design and introduction of the information and the information technology.
Throughout the writing, we`ve earned a few fundamental and significant lessons： First, whether success or failure of introducing IT is depended on the degree of the fitness between the inherent IT attributions and the context of administrative organization lo which will be introduced. Second, major focal points in the process of the administrative reform should be placed on the information and information system rather than the IT itself. Because most of all governmental activities and decision-makings are influenced heavily by the humane, social, and political factors. Third for the more effective management of IT which will be introduced in the public sector, public management are needed with more professional and comprehensive knowledges and capacities which are related with the whole aspects of public organizational phenomena, rather than the technical knowledges, etc..
However, this report has no less limitations and typical ones among them can be arranged as follows: First, various strategies and techniques presented in this report are heavily relied on theoretical inferences and neither adaptable to all the organizations, nor guarantee complete success. Second, most of those strategies and techniques seemed strongly to be reorganized from the existing reports in the field of organizational management and governmental reform. Third, whether success or failure of a certain informatization project was judged by more or less subjective standards. And finally, I should admit that it is deviated from the earlier intentions, and did not introduce a lot of cases from many other countries, and especially is lacked of the intensive studies for Korea`s case studies, etc..