• Journal of Digital Convergence
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• v.12 no.4
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• pp.51-68
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• 2014

Today's public sector information is considered an important national asset that has social and economic value. Hence, developed countries are competitively promoting various policies to actively promote access to public sector information and the use of such information for private purposes. The Korean government is also boosting the Government 3.0 policy as a new governmental management paradigm that supports the creative economy. Despite these governmental efforts, since open public sector information is only classified from the supplier's perspective, it is difficult to have access to information for private application from the consumer's perspective and expand private applications because of the problems in identifying the information source. In this study, the concept of data from the user's perspective for the activation of private applications was defined by focusing on public sector information obtained by affiliated organizations of the Ministry of Science, ICT and Future Planning(MSIP). The new classification system was designed by analyzing the classification system of conventional open services of public sector information through investigation.

• Electronics and Telecommunications Trends
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• v.28 no.4
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• pp.118-131
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• 2013

최근 과학 및 IT 패러다임은 HW(과거) 및 SW(현재) 중심에서 '데이터 빅뱅'을 활용하여 정치 사회 경제 등 제반 이슈와 연계된 분석 예측으로 진화 중이다. 국가안전 및 위험관리, 의료, 교육, 복지, 환경 등 사회 전반에 걸쳐 공공부문에서의 빅데이터 활용 가능성이 높아지고 있다. 공공정보 자체뿐만 아니라 민간정보와의 통합 분석을 통해 효과적인 맞춤형 정책과 새로운 지식정보 서비스 제공이 가능하기 때문에 주요 선진국은 공공정보의 적극 활용을 위해 다양한 정책을 경쟁적으로 추진해 오고 있다. 공공정보의 민간활용 촉진은 정보 제공자인 공공기관뿐만 아니라, 이를 활용하는 민간 사업자, 관련 서비스 사용자 모두에게 경제적 비경제적 가치를 제공할 수 있다. 따라서, 본 연구를 통해 국내 공공정보 민간활용 산업의 경제적 파급효과를 추정하고, 중요한 전 후방 연결 산업들을 파악하고자 한다.

• Information Systems Review
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• v.10 no.2
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• pp.291-308
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• 2008

This study is to review the main concepts of BSC(Balance Scorecard) and compare the BSCs applied in the private and the public sectors. This comparison suggests a few important aspects that must be attended when BSC is put to use in the public organization. First, the BSC used in the public sector must put the top priority to customer perspective over financial one. The primary mission of a public organization must be the "better service" for the people. Secondly, each of BSC's four main perspectives should be modified and re prioritized according to the goals and objectives of the public organization. Finally, CSFs(Critical Success Factors) and KPIs(Key Performance Indicators) must be integrated into the framework of BSC which also incorporates already existing performance management systems. This case study shows how the redundant and unrelated performance management systems(evaluation management, government task evaluation, job performance appraisal, and customer satisfaction evaluation) are merged into the BSC performance management system in the public organization.