초록
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.
키워드
Government Innovation, Leadership, and Management Capacity
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