earticle

영어

This study examines innovation management capacity of the Korean central government. Effective public sector innovation is a function of many factors, including top management support, open communication, innovative culture, and performance-based budgeting. Many agree that among others, top management support and leadership is key to enhancing the level of innovation in the public sector. In turn, innovation management capacity is a prerequisite for innovation. Innovation management capacity is a comprehensive concept that requires a strategic definition. In fact much has been discussed about government innovation and management and leadership capacities. But little empirical studies exist due to the lack of measurable data in the public sector. This study goes back to the Noh Moo-hyun administration where real attempt has been made to make government at all levels productive and innovative. For the first time in history, in 2004, the Korean central government had decided to evaluate all central agencies on their innovation management capacities. Using a sample of 49 ministries and bureaus, this study posits whether or not innovation is a function of an effective top management leadership. This study argues that top management leadership consists of multiple components and that distinguishing among different elements of top management leadership helps better explain its impact on the level of innovation management capacity, thereby increasing innovation. Findings and implications are discussed.

한국어

본 연구는 한국중앙정부의 혁신관리역량을 분석한다. 효과적인 공공부문 혁신은 많은 요인에 기초하는데 그중에서 최과관리자의 지원과 리더십이 가장 중요하다. 혁신을 위해서는 혁신을 관리할 수 있는 역량이 중요한 전제조건이 되는데 이는 종합적인 개념이다. 정부혁신과 혁신관리역량에 대해서는 그동안 많은 논의가 있어 왔는데 실제 데이터의 부족으로 그동안 이 분야에서의 경험적 연구는 거의 없었다. 본 연구는 노무현 정부때 도입되었던 혁신평가데이터를 기초로 혁신관리역량과 혁신간의 인과관계를 분석한다. 본 연구는 최고관리자의 리더십이 다차원적인 측면을 가지고 있다고 가정하고 이를 통하여 혁신에 미치는 세부요인을 살펴본다.