• STI Policy Review
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• v.2 no.1
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• pp.1-12
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• 2011

Korea is examining how to coordinate its S&T policies and solidify its position as a leader of infrastructure innovation policy that forms the foundation for many different policies. A number of questions have been raised, such as whether to install a superior coordinating body like the National Science and Technology Council (NSTC) or separate the budget allocation and coordination authority from the budget-planning ministry. Korea has tried using various institutional coordination devices and functions such as reorganizing its administrative ministries based on related functions and installing or reinforcing a superior coordinating body. In line with these discussions, the strengthening of the S&T policy coordination function through the NSTC is currently under review. In order to design an effective S&T coordination system in step with changing political and social demands, it is important to have a clear recognition of the current context as well as the unique institutional characteristics of Korea. This study examines the evolution of Korea's S&T policy coordination systems and analyzes its features.

• Journal of Technology Innovation
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• v.13 no.3
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• pp.153-173
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• 2005

The Office of Science and Technology Innovation (OSTI) was created by a different method of organizational change from that of precedent administrative reforms. According to results of the new method, the OSTI case can be widely applied to other ministries as an alternative model for governmental reform. The theory part introduced two approaches of organizational reform, namely structural approach which focuses on the level of hierarchial authority and process approach which emphasizes the flow of information/expertise in organizational operation. It also discussed various ways of understanding for S&T policy coordination. After this, the paper reviewed details of the OSTI reform with special reference to implications for the mode of S&T policy coordination. It concludes that the OSTI may offer an opportunity to strengthen the coordination mechanism of the process approach.

• STI Policy Review
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• v.4 no.2
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• pp.96-112
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• 2013

The need for designing and implementing integrated policy was further emphasized in tandem with the increase in interest concerning policy coordination and interactions. An active discussion is taking place in the field of innovation policy concerning "integrated innovation policy," which considers innovation along with financial, regional development, social, and environmental policies together in a holistic manner. In Korea since the beginning of the 2000s, there were many attempts at implementing integrated innovation policy through the restructuring of the overall S&T administration system. For the purposes of taking an integrated approach to S&T policies as well as to S&T-related human resources, industrial, and regional development policies, the Roh Administration (February 2003~February 2008) elevated the S&T Minister to the level of Deputy Prime Minister as well as launching the Office of Science, Technology, and Innovation (OSTI) (October 2004 ~ February 2008) under the Ministry of Science and Technology. This study investigates the policy coordination activities of the OSTI from the perspective of policy integration. It deals with the background of the OSTI, its roles and responsibilities, the coordination process, and its achievements and limitations while discussing the important implications for developing effective policy measures with the hope of contributing to the development of theories of integrated innovation policy.

• Journal of Korea Technology Innovation Society
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• v.16 no.1
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• pp.199-229
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• 2013

S&T policy long treated as a sector policy is now solidifying its position as an infrastructure innovation policy that forms the foundation for many different policies. There is a growing need for enhancing the linkage and integration between policies by strengthening planning and coordination functions of the government organizations in charge of innovation policy. The major countries including Japan, U.S., Finland elevated planning and coordination roles and emphasized the interaction between S&T-society and innovation governance in response to emergence of the third-generation innovation policy. This study deal with several issues related STI governance from the post-catchup innovation and holistic innovation policy and examine arguments on governance design. And then new schemes and alternatives of 1)governance design for sustainability, 2)design of policy coordination and integration mechanism, 3)reorganization of S&T administration system will be discussed.

• Journal of Information Technology Services
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• v.11 no.1
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• pp.83-92
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• 2012

The development of science and technology oriented knowledge society accelerates the convergence between scientific theory and industrial technology and increases the complexity problem of social and economic sectors. These cause the difficulty of securing the reliability and objectivity of science and technology policy. These also are barriers of balanced evaluation between rational science and technology policy making, management, and policy coordination. In this regard, Advanced countries in science and technology develops policy support system and promotes the program of evidence-based SciSIP(Science of Science and Innovation policy) together. This paper introduces a new approach developing science service of science and technology policy utilizing business intelligence technology in Korea. Also, it proposes the integration method of policy knowledge base and component-based service supporting S&T policy decision-making process and introduces services case studies.

• STI Policy Review
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• v.1 no.1
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• pp.1-21
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• 2010

To achieve the "low carbon green growth" vision, the first step is securing core technologies. Therefore, S&T policy direction for green technology development is urgently needed. As of 2008, investment in green technology (GT) development hovered around 10% of the government's total R&D budget. Thus, the Korean government developed a plan to increase that percentage to 15%, by 2013. To develop reasonable investment strategies for green technology development, targeted strategies that reflect technology and market changes by green technology area are needed. However, the overall planning and coordination of national GT development is currently split among, approximately, 10 government ministries. To establish an efficient green technology development system, the so-called "Green Technology R&D Council" should be launched in collaboration with the Presidential Committee on Green Growth and the National Science and Technology Council. Furthermore, to build a solid foundation for commercializing the outcomes of GT development projects and promote GT transfer, the government should undertake two initiatives. First, the government should reinforce GT R&D performance management, by establishing a GT R&D performance management and evaluation system. Second, the government should implement the "customized packaged support for promoting green technology business rights and commercialization" and present "e-marketplace for market-oriented green technologies". Creating a pan-ministerial policy for GT development policy would necessitate restructuring the HR(Human Resources) development system, which is currently separated by technology area. Based upon mid/long-term HR supply and demand forecasts, the government should design differentiated HR development projects, continuously evaluate those projects, and reflect the evaluation results in future policy development. Finally, to create new GT-related industries, the "Green TCS (Testing, Certification, and Standards) System" needs to be implemented. For objective evaluation and diffusion of R&D results by green technology area, a common standardization plan for testing, analysis, and measurement, like the "Green TCS", should be developed and integrated.

• Journal of Science and Technology Studies
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• v.6 no.2 s.12
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• pp.45-75
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• 2006

This study analyzed the meanings and drives, and government roles in NIS transformation process. Specifically, I deal with changes in the S&T policy and S&T public administration system as NIS changed from catch-up to post catch-up. As a result, S&T policy and administrative structure has changed as key elements of a new form of steering the transformation process. Though changed from direct to indirect, the role of the state remains strong in 'vision creation' and 'discursive coordination' as supporter and facilitator of the NIS transformation process. Especially, administration structure has been changed to strengthen decentralized pluralism and linkages and cooperation between government and private, between firms and universities, among inter related ministries.

• Journal of Korea Technology Innovation Society
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• v.15 no.4
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• pp.881-915
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• 2012

These days, according as the role and function of science and technology become a important solving means of various national and social problems caused in knowledge information society as well as the development of national economy, the national target and mission of science and technology have been newly illuminated. The task of science and technology has embodied into national policies, and these policies acquired institutional foundation through the legal system related to science and technology. Recently, the discussions about the operating system of present science and technology legislation are often happened, if or not the legal system is optimal and appropriate itself under the changed environment. In special, some issues are raised continuously, for example, about the improvement of coordination system on S&T policies, and the governance system on national R&D programs, etc. This paper aims to research and suggest the reorganization method of science and technology law. For this purpose, the development and existing state of S&T legislation was investigated, the government role and policy driving direction were reviewed under the recent changed environment, and the problems of S&T law in structure and content were analyzed in variety of perspectives. On this basis, the reorganization methods of science and technology law are suggested.

• Journal of Technology Innovation
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• v.9 no.2
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• pp.120-139
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• 2001

The purpose of this paper is to evaluate the Indian Software Industry and t government's industrial policy by analysing the characteristics of the software industry, authority, development process, social infrastructure, and public sector. The Information age is creating profound changes in the way we live and work. It is transforming all aspects of society, stimulating new opportunities. Over the past decade, India has deliberately prepared itself to meet the new challenges of the information age. India became an important player in shaping world software industry. Through the industrial policy, Indian government is focusing on 1) the development of software industry, 2) dramatic increase in IT scientists engineers, and the promotion of education institutes, 3) the establishment of the software technology Parks (STP), 4) the inducement of foreign direct investment, 5) extensive standardization, 6) the coordination of the law and system. India has liberalized finance and telecommunications system in an effort to bring in more business, and has revamped education curriculums to encourage more creativity among students. Government has played crucial role in bringing India one of advanced software nation by presenting the grand vision and sophisticated plan, liberalizing telecommunication market, and enhancing the efficiency of bureaucratic system.

• Journal of Digital Convergence
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• v.14 no.6
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• pp.9-19
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• 2016

Since continuous expand in governmental R&D investments and growth number of research institutions, model of multi-agency program has been planned and pushed ahead to settle the inefficiency of investment by the scattered and competitive R&D Programs. However, it was often pointed out that new model's effect has been fall because the institutional inertia of cooperative system between agencies. In this study, we analyze the current state of multi-agency program and suggest the optimal R&D governance model to improve a better direction. Afterward, several problems were turned up and that allocation and execution of the R&D budget separately, less coordination and cooperation among agencies, and absence of typical evaluation system of multi-agency program. Therefore, we suggest some of improvements by analyzing each steps.