Organizational learning and managing various stakeholders during IT enabled public sector transformation : A Case Study of the Supreme Court Registry Office (SCRO) in Korea

• 영문명: Organizational learning and managing various stakeholders during IT enabled public sector transformation : A Case Study of the Supreme Court Registry Office (SCRO) in Korea
• 발행기관: 한국인사관리학회
• 저자명: 김현정(Hyun-Jung Kim)
• 간행물 정보: 『조직과 인사관리연구』인사관리연구 Vol.29 No.1, 141~188쪽, 전체 48쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2005.03.01

국문 초록

대한민국에서의 전자정부사업은 네 가지의 정책과제, 즉 1) 온라인 서비스 정부, 2) 능률 정부(종이 없는 정부), 3) 지식기반정부, 4) 깨끗한 정부 하에 진행되고 있다. 이 중 첫 번째 전자정부사업인 대법원 등기부 등본 전산화 프로젝트의 1) 설계 및 실행 과정을 제시하고, 2) 이 과정 중 마주쳤던 다양한 문제점과 그 해결을 살펴봄으로써 공공부문에서의 정보시스템 개발에 참고가 되고자 하였다. 또 3) 다양한 이해관계자들의 조직학습(organizational learning)을 통한 관리에 영향을 주는 인자들을 제시코자 하였으며, 4) 조직학습의 개념적 모델을 개발한 후 이 모델을, 최근의 정보기술 변화와 연관된 구체적인 대한민국의 공공부문 조직에 적용할 수 있는 가능성을 찾고자 하였다. 연구방법으로는 Robey와 Boudreau(1999)가 제시한 ‘반대의 논리(logic of opposition)’, 특히 조직학습이론을 바탕으로 하여, 이해관계자들을 대상으로 한 면접자료를 정성적 연구기법을 이용하여 분석하였다. 또 조직학습과정 중 신기술사용자들의 시간에 따른 지지도 변화를 지지곡선(support curve)으로 도시함으로써 지지도에 영향을 주는 요인을 찾고자 하였다. 그 결과 Cooper와 Zmud (1990) 가 제시한 과정 혁신 확산(process innovation diffusion) 모델 중 시작(initiation), 도입(adoption), 적응(adaptation), 수용(acceptance), 일상화(routinization) 및 주입(infusion)과 같은 여섯 가지 핵심적 단계가 나타나는 것을 확인하였으며 매 단계마다 조직학습과정은 사용자의 지지와 깊이 연관되어 있었다. 또 각 단계는 저마다 집합적, 상호적, 상황적, 단일 고리, 이중 고리 학습 및 행동을 통한 학습과 연관되어 있음을 보았다. 마지막으로 본 연구는 기존의 조직학습 관련 자료 및 대법원 전산화의 심층적 사례연구 내의 증거를 엮어, 실질적인 정보 시스템의 개발 및 조직 변화를 도왔으며, 다양한 개개의 시각을 전체적 틀 안으로 통합함으로써 조직학습 이론의 확장 가능성을 시사하고 있다.

영문 초록

This study documents and evaluates the journey of the Supreme Court Registry Office (SCRO)in initiating, designing and implementing the first electronic government initiative in Republic of Korea, and outlines the various challenges that it has faced in particular managing various stakeholders through organizational learning. Based on a logic of opposition and utilizing literature on organizational learning as an analytical device, issues confronting in transforming SCRO are identified. While achieving four distinctive yet interrelated strategic directions (online service government, paper-less government, knowledge-based government and clean government), this study finds the importance of support (or rejection) of transformation from various organizational members. It seeks to develop a conceptual model of organizational learning and apply it to the particular case of recent IT-related (e-government) organizational change in Korea's public sector organization. The analysis of the case study organization (based on a qualitative research methodology) identifies various organizational learning phenomena occurring during the change project within the SCRO. In particular, it elaborates the interplay between the processes of learning and change in the level of users' support (or rejection) of the new technology (the change over time is presented graphically in the form of a 'support curve'). The research follows the organizational transformation project since 1994 in terms of the process innovation diffusion model (Cooper and Zmud, 1990), which identifies the following key stages: initiation, adoption, adaptation, acceptance, routinization and infusion (Cooper and Zmud). For each of these stages, processes of organizational learning are linked to the level of users' support. This aspect of the analysis involves considering the nature and scope of collective, mutual, situated, single-loop and double-loop learning, learning by doing team learning and leadership. These various approaches to organizational learning, which emerge from the analysis of the existing organizational-learning literature, are applied to the case analysis to bring out major developments in the SCRO's organizational transformation. Implications for further research into the transformation and users' support are also considered. The findings derived from this study provide a framework that can be further applied and tested in future research, and that will also allow public sector management to continuously anticipate the problems involved in cultivating and sustaining users' acceptance of new technology and nurturing appropriate organizational learning. By applying the theoretical concept of 'the logic of opposition' (first suggested by Robey and Boudreau), this study demonstrates that organizational learning is not a static and universal phenomenon that remains more or less the same throughout an organizational-change project, as many have assumed it to be. Rather, organizational learning is characterized as a multi-faceted and multi-dimensional phenomenon that is extremely dynamic and can best be understood by identifying and examining the relevant promotional and opposing forces that, through their interaction, socially construct processes of learning. This research contributes to the study of IS (Information Systems) development and organizational change (with particular reference to the public sector) by providing an explorative account that syntheses the existing literature with evidence collected from an in-depth longitudinal case study (of the SCRO in Korea). It also contributes to the theoretical development of organizational learning by integrating different isolated perspectives into a coherent overall framework. Finally, by applying the lens of organizational learning to conceptualize IT-related change in a new way, this study extends our understanding of IS development.

목차

Abstract

1. Introduction

2. Literature Review

3. Research Methodology

4. Case Findings

5. Concluding Remarks

요약