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A study on strengthening national foresight from a perspective of collaborative governance : 협력적 거버넌스 기반의 국가 미래전략 강화
DC Field | Value | Language |
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dc.contributor.advisor | 김순은 | - |
dc.contributor.author | 정준욱 | - |
dc.date.accessioned | 2017-10-31T08:41:06Z | - |
dc.date.available | 2017-10-31T08:41:06Z | - |
dc.date.issued | 2017-08 | - |
dc.identifier.other | 000000146205 | - |
dc.identifier.uri | https://hdl.handle.net/10371/138193 | - |
dc.description | 학위논문 (석사)-- 서울대학교 행정대학원 행정학과, 2017. 8. 김순은. | - |
dc.description.abstract | ABSTRACT
A study on strengthening national foresight from a perspective of collaborative governance - Case of Presidential Council for Future and Vision - Jung, Joon Wook Global Public Administration Major Graduate School of Public Administration Seoul National University Korea achieved a remarkable economic growth by 7% for 50 years and became a member of the OECD in 1996. Nowaday, however, Korea is facing new challenges such as slow growth, rapid ageing, socioeconomic inequality and the global environmental problems. To deal with new challenges, many developed countries have already developed the national foresight programs for timely and practical policies. Under the fast follow strategy, Korea has set up the government-led plans such as the five-year fiscal plans. Lee Myeong Bak administration also tried to strengthen the function of foresight, establishing the Presidential Council for Future and Vision (PCFV). Although the PCFV designed a long-term national vision and suggested new growth engines for economic growth, the national foresight under - ii - the PCFV was evaluated as being somewhat unstable, complicated, and unsystematic. Then, what and how should Korea strengthen national foresight? Most of studies can be divided into three groups. One focuses on establishment of a national organization as a control tower which would take care of overall national foresight. Another group puts more emphasis on cooperation among government and civil society. The third group of studies stresses on foresights practical impact on public policies for action, arguing that there are no specific types of governmental systems for successful foresight. Regarding the arguments above, there are three related theories: organization theory, institution theory and governance theory. Those theories have their own perspectives and strengths for explaining reality, but the recent trends of those theories commonly focus on the importance of leadership and incentives. First, an organization can achieve its goals with principles of administration, Division of Work, Coordination of Work, Span of Control, etc. However, decision making of public organizations can be delayed, pursuing various goals such as fairness, openness, and efficiency at the same time, which often conflict with one another. In addition, public organizations with legal and procedural constraints can lead to inevitable bureaucracy or red tape or garbage can model. To overcome those problems, the recent studies are interested in the analysis of humans in organization which focuses on factors including work motivation, job satisfaction, leadership. - iii - Second, according to the institution theories, institutions can solve informational problems, cooperation and coordination problems, which leads to economic development by reducing transaction costs. In addition, formal institutionalization such as proper role-distribution and procedure is fundamental, but substantive institutionalization with as proper incentive systems also should be considered. The economic development in Korea was supported by proper institutions. In the process, leadership which can transform working culture is critical to establishing effective institutions. Third, governance focuses on self-organizing, inter-organizational networks and dynamic processes of social and political actors. Recent complicated issues could not be handled by one or two ministries. Active cooperation or collaboration among players is necessary. Collaborative governance also stresses on the roles of civil society in the process of decision-making and expects that the results of collaboration connect to public policies. Of course, the process of collaboration requires much time and many efforts. Before establishing a new organization, this study suggests looking at the limitations of the foresight organization of Lee administration, the PCFV. Despite much expectation, many scholars pointed out that it neither played a practical role of a control tower nor produced systemic national foresight. Why did it fail? To explain the reasons, this study focuses on 1) the process for foresight governance such as sharing common aims and making consensus 2) the leadership for public organizations to work together 3) substantive - iv - institutionalization for public officers and organizations to work efficiently and effectively. Basically, the governance was made in a top-down way. In the process of making a governance, there was no concrete consensus about common goals and proper role-distribution among various stakeholders. As a result, stakeholders including ministries did not participate actively in meetings, and furthermore disagreement among organizations sometimes occurred openly. The governance which made in a way of top-down should have been replaced by the collaborative governance with the process of mutual trust, leadership and substantive institutions including proper incentives. Korea is facing new challenges under complexity and uncertainty. In addition, Korea tries to transform from fast follower to first mover. Long-term vision and foresight is necessary for timely and effective policies. However, cooperation among stakeholders and practical institutionalization are still weak. Thus, it is right time to develop our own way considering common goals, mutual trust, substantive institutionalization under presidential leadership. Keywords: Foresight, The Presidential Council for Future and Vision(PCFV), Organization, Institution, Governance, Collaboration Student number: 2014-23729 | - |
dc.description.tableofcontents | Ⅰ. Introduction 1
1. Background 4 2. Subject of Study 10 3. Research Method 13 Ⅱ. Literature Review 15 1. Foresight 15 2. Ways to strengthen foresight 19 3. Related theories 23 Ⅲ. Research Design 30 Ⅳ. An Analysis of the Presidential Council for Future and Vision(PCFV) 32 1. Actors 32 2. Achievements 34 3. Explanation of limitations 35 Ⅴ. Conclusion 42 Reference 45 국문초록 49 | - |
dc.format | application/pdf | - |
dc.format.extent | 613690 bytes | - |
dc.format.medium | application/pdf | - |
dc.language.iso | en | - |
dc.publisher | 서울대학교 행정대학원 | - |
dc.subject | Foresight | - |
dc.subject | The Presidential Council for Future and Vision(PCFV) | - |
dc.subject | Organization | - |
dc.subject | Institution | - |
dc.subject | Governance | - |
dc.subject | Collaboration | - |
dc.subject.ddc | 350 | - |
dc.title | A study on strengthening national foresight from a perspective of collaborative governance | - |
dc.title.alternative | 협력적 거버넌스 기반의 국가 미래전략 강화 | - |
dc.type | Thesis | - |
dc.contributor.AlternativeAuthor | Jung, Joon Wook | - |
dc.description.degree | Master | - |
dc.contributor.affiliation | 행정대학원 행정학과 | - |
dc.date.awarded | 2017-08 | - |
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