Government 3.0 in Korea

Abstract

Korea puts forth Government 3.0 as a new paradigm of the government workings. President Park's strong pledge for public sector reform through the Government 3.0 drive envisions realizing a transparent, competent, and service-oriented government. Although value judgment on Government 3.0 is so premature yet, the Park administration sees as many critiques as eulogies for it. The Government 3.0 drive offers far more than what the technological potentials of Web 3.0 promise. What the drive suggests is not really novel. The details of Government 3.0 are similar to what Government 2.0 offers based on the interactive potentials of Web 2.0. The Government 3.0 drive is too normative to make practical results. Public agencies that lead the Government 3.0 drive may have confusion between its ends and means; as a result, goal displacement. Opening more information can impose more burdens on public employees' shoulder in warranting accuracy of information released and security of information sharing settings. Government 3.0 as political rhetoric may be ephemeral with political swings.

Deploying governance networks for societal challenges

“…The third case described in Nam (2013) is centred on the Korean Government's "Government 3.0" Initiative. At the core of this paradigm is a collaborative, cross-boundary Governance Network for delivering personalized services to citizens and enabling better citizen engagement through open information and data initiatives.…”

“…In addition, Government 3.0 as conceived by the Korean Government directly pursues transparency and openness of government. Three factors are contingent to achieving the Government 3.0 goals (Nam, 2013): 1) integrated, i.e. cross-boundary, cross-organizational, cross-agency, and cross-departmental administration, 2) cross-boundary information sharing and collaboration driven by digitization and informatization, and 3) scientific data-driven administration.…”

“…The strategy in this case includes the adoption of the "Integrated Administration" (or whole-of-government) approach for service delivery and open data in agency services and operations. The core concerns in governing the Government 3.0 network includes how to effectively coordinate the delivery of personalised services across agencies and how to effectively mobilize and engage citizen in the so-called "citizen-government governance" arrangements (Nam, 2013). A number of key structures are required to implement the network strategy: cross-agency interoperability framework, mobile service infrastructure, open data platforms and marketplaces, and cloud computing infrastructure.…”

A study on policy literacy and public attitudes toward government innovation- focusing on Government 3.0 in South Korea

“…The 'Government 3.0' initiative of the Park Geun-hye administration was proposed as a new paradigm for the way government works, responsive to this smart era (Nam 2013;Song 2014). This government innovation program, which holds the core values of openness, sharing, communication, and collaboration, has the following major tasks (Ministry of Security and Public Administration 2013): first, to establish transparent and communicative government, fulfilling the public's right to access public information through proactive disclosure, promoting utilization of public data in the private sector, and strengthening public-private partnerships.…”

Identifying Stakeholders and Interactions in the Dementia Café in Seongju through Empathic Service Design Approaches

“…With increasing attention given to experience design to improve existing products and develop new products, service design approaches based on design thinking have emerged as new tactics for identifying solutions in the public sector through citizen-centered policymaking. The Government 3.0 initiative of South Korea, since 2013, can be taken as an instance that stands for a new paradigm of the government, working with the public sector to envision a transparent, competent, and service-oriented government (Nam, 2013) [2]. To capture citizens' hidden needs and discover problems and opportunities in public services, task force teams called "citizen design groups" have been created.…”