초록 ▼

1. 연구의 필요성과 목적
□ 연구의 필요성
○ 창의적 기초연구의 중요성
- 2008년 우리나라의 총연구개발비는 34조 4,981억원으로 GDP 대비 3.37%로 세계 4위 수준임. 그러나 이러한 양적인 성장에 비해 기초원천기술의 확보가 미흡하고 중점 과학기술분야에서 세계적 수준과 여전히 기술격차가 존재하는 등 질적인 성장은 미흡한 상태임.
- 선진국 진입을 위해서는 응용개발 중심의 추격형 기술도입 전략에서 기초원천기술의 자체 확보 능력을 제고하는 창조선도형 연구개발 전략으로 시급히 전환해야 함.
- 과학

1. 연구의 필요성과 목적
□ 연구의 필요성
○ 창의적 기초연구의 중요성
- 2008년 우리나라의 총연구개발비는 34조 4,981억원으로 GDP 대비 3.37%로 세계 4위 수준임. 그러나 이러한 양적인 성장에 비해 기초원천기술의 확보가 미흡하고 중점 과학기술분야에서 세계적 수준과 여전히 기술격차가 존재하는 등 질적인 성장은 미흡한 상태임.
- 선진국 진입을 위해서는 응용개발 중심의 추격형 기술도입 전략에서 기초원천기술의 자체 확보 능력을 제고하는 창조선도형 연구개발 전략으로 시급히 전환해야 함.
- 과학기술의 질적 성장을 도모하고 기초원천기술의 확보를 통한 창조선도형 연구개발 전략으로 전환하기 위해서는 창의적 기초연구의 활성화를 핵심과제로 설정해야 함.

○ 최근 정부는 과학기술기본계획인 577전략을 통해 기초원천연구에 대한 투자 강화 방향을 제시함.
- 정부는 2012년까지 기초원천연구의 비중을 전체 정부연구개발투자의 50%, 약 4조원까지 확대하는 계획을 제시함. 주로 이공계 교수의 기초연구 수혜 비율 확대 등 개인의 소규모 연구에 대한 지원을 강화하는 한편, 기초연구 지원체제 개편을 통한 효율화를 기본 정책방향으로 추진하고 있음.
- 과학기술의 질적인 성장을 통한 창조선도형 연구체제로 전환하기 위해서는 창의성을 중심으로 하는 정부의 기초연구 추진체제 및 관리제도의 혁신 필요

○ 창의적 기초연구 활성화를 위해서는 연구환경 진단과 분석 및 추진 전략과 제도개선 방안 마련이 필요함.
- 기초연구의 질적인 성과는 창의적인 인적자원의 가치있는 성과창출 역량에 비례하며 연구자의 창의성은 창의적 연구활동을 촉진하는 환경에 의하여 영향을 받음. 따라서 이를 지원하기 위한 창의적 연구환경의 진단과 분석이 필요함.
- 공공연구조직의 창의적 연구환경 조성에 직접적인 영향을 미치는 정부의 정책 및 지원관리제도의 진단과 효과적인 개선방안 모색이 필요함.

□ 연구의 목적과 분석 범위
○ 연구의 목적
- 국가과학기술의 질적 성장을 통한 창조선도형 연구개발체제로의 성공적 전환을 위해 창의적 기초연구 활성화를 위한 연구조직환경의 개선과 이를 위한 정부의 지원 전략 및 관련 제도의 개선방안을 제시하고자 함. 특히 창의적 성과가치 창출을 위한 새로운 기초연구 추진 전략 및 관리제도를 제시하고자 함.

○ 연구의 분석 범위
- 창의성은 연구자 개인의 내적 동기를 불러일으키는 여러 가지 조직환경 요소들 간의 복합적인 관계 속에서 발현됨. 따라서 연구자의 행동에 영향을 미칠 수 있는 연구조직환경과 이에 직접적인 영향을 미치는 정부의 정책, 그리고 제도환경에 대한 종합적인 분석이 필요함.
- 내용적 분석 범위 : 창의적 기초연구활동을 위한 창의적 연구환경 조성(연구조직환경+정부제도환경)을 중심으로 분석
- 대상적 분석 범위: 공공연구조직(대학, 정부출연연구기관) 연구환경과 관련 정부 정책 및 제도 분석

(출처 : 요약 5p)

Abstract ▼

For decades, technological development strategies in Korea have actively utilized imitation strategies to pursue science and technologies of advanced countries. As a result, the capability of applying and utilizing source technologies has been developed significantly, but the capacity of obtaining s

For decades, technological development strategies in Korea have actively utilized imitation strategies to pursue science and technologies of advanced countries. As a result, the capability of applying and utilizing source technologies has been developed significantly, but the capacity of obtaining source technologies through basic research performance has been exhausted instead of accumulating.

Recently, science and technologies are developing as a new paradigm by becoming more complex, converged, and non-lineared, which is very different from the past. The convergence of technologies in different fields is leading to the creation of innovation in fundamental areas and creation of new areas, thereby emphasizing the fundamental research which is the basis of science and technologies. Furthermore, the linear model of basic-application-development research is opening a breakthrough for new discoveries in basic science, which is changing into a process of non-linear process leading to market success.

In response to such a science and technology environment, the government is coming out of the system of imitation and pursuit and is seeking a conversion into a system of creation and initiative. That is, with technologies obtained by strengthening and fostering basic research, the government is seeking to convert the existing science and technologies research system into a basic source research oriented system. In addition, as a specific means to achieve that, the government is strengthening individual basic research and investment into source technologies.

The performance result of research and development depends on professional knowledge and capability to realize creativity of the researcher. Especially, basic research emphasizes expertise and creative capacity of the individual researcher.
The creativity of the researcher is dependent on whether the research organization environment is created adequately for promoting creative research activities.
Moreover, recent research and development activities are producing creative results through systematic research activities based on the expertise of each individual. Therefore, building a research organization environment which promotes the realization of the researcher’s creativity is an important strategic aim that should be pursed in order to promote creative basic research.

This research presents improvement measures for the managerial practices and institutional environment which support creative basic research.

According to a majority of research on creativity, the optimal research organization environment for realization of creativity is one which presents a precise research mission and direction wherein researchers can concentrate on research activities. In addition, creativity is realized amidst the complex relationships among various elements of organization environment which arouse internal motives. Therefore, to provide a creative environment for researchers, comprehensive analysis and improvement on the research organization environment and on the government’s policies and institutions which affects the researcher’s activities are needed, rather than partial and makeshift improvements of institutions.

To this end, this research adopted the following approaches. First of all, an analysis model of the present research has been derived based on the previous research related to the creativity of research and development organizations.

For further analysis, two approach methods were adopted. First was the analysis on the government’s policies and institutions intended to support producing a creative research environment, that is, an analysis on basic research policies and public research organizations (universities and government-supported research institutes) in Korea for activation of creative research.

Second was an analysis on the research environments, especially creative research environment elements, of universities and government-supported research institutes. Drawing on reviews on the previous research, we derived the environment elements that creative research institutes have in common, and analyzed those elements through surveys to derive the problems.

The results of the analyses are as follows.
First, basic research policies are centered on strengthening grass-roots individual research, and thus lack systematic approaches for supporting strategic basic research. Especially, it turned out that the role of basic research in the national research and development system, and strategic approaches for strengthening socioeconomic contribution caused by expansion of investment into basic research are insufficient.

Secondly, support for basic research is being concentrated on individual research in universities, and government-supported research institutes which should play a strategic role in basic research are still conducting researches centered on application and development.

Thirdly, the result of the analysis on the elements of creative environment in public research institutes (universities and government supported research institutes) showed that the elements enhancing creative research received low grades. Especially, indicated that some elements, such as insufficient resources, low fairness, low autonomy, inflexibility and excessive competition, were prevalent in public research institutes.

Fourthly, compared to universities, the research environments of governmentsupported institutes received significantly low grades especially in autonomy, challenging spirit, and transparency in conducting research.

Fifthly, inflexible quantitative performance-oriented appraisal system, excessive competition for procurement of insufficient personnel expenses, lack of time for research, difficulties in conducting continuous researches on one subject etc. were presented as obstacles for conducting creative research.

We summarized the new policy directions, strategies, and institutional improvements to promote creative basic research, as follows:

The value of creative basic research should lie in creating valuable results not simply discovering and creating something new. Therefore, we should reset the value and role of basic research so as to create new values which can contribute to the economy and society instead of putting limitations on the research to simply fulfill curiosity of the researcher.

Therefore, basic research polices for promoting creative basic research starts from setting specific policies to restore the values of basic research. First, the structure for qualitative growth of national research development should be established so as to clarity the value of basic research. In more detail, it can be achieved by converting the national research development system from a quantitative growth-oriented system to a qualitative creative basic research-oriented growth system, striking a balance between a quantitative and qualitative growth.

Secondly, basic research policies should play a core role as a driving force for the national strategic research and development projects in order to stress the substantial role of basic research in national research and development system. To this end, the strategic role of basic research should be strengthened by promoting a new strategic basic research program together with various fundamental basic research programs.

Thirdly, it is needed to reshuffle the existing individual-oriented system of universities to share responsibilities of universities with government- supported institutes and to build a cooperative system.

Finally, an integrated connection system for relevant policies should be built so that such basic research policies can be promoted effectively. In other words, the system should enable those policies to integrate each other.

In order to embody the direction of such basic research policies, it is necessary to set specific promotion strategies for implementation of the policies. The core strategies are presented which need to be set for creation of a creative environment as a strategy to implement new basic research policies.

The first strategy is management strategy for basic research centered around performance values in order to realize a qualitative growth system.

In order to activate creative research, what we need to build is an innovative management system aimed at creating qualitative values, not a management system focusing on quantitative performance. To this end, program planning and management system must be newly built.

The second is support strategy aimed at activating knowledge of human resources as a subject that realizes creativity. Realization of creativity based on the expertise of the researcher determines the quality of the research performance.
This means that that technological competiveness depends on the effective utilization of creative capacity human resources hold. Therefore, the investment into human resources who have creative capacity is important, and the flexibility of management practices should be secured to promote the flexible combination of various creative knowledge capital. This study suggests the human resources activation support system (PKC system) as a system for executing the specific strategies.

The third is the responsibility implementation strategy focusing on the achievement of various missions. Basic research is taking on diverse missions such as discovering new scientific principles, creating new areas, challenging unsolved issues of the human race, and resolving national economic and social demands.
In order to effectively implement those missions, what is needed is a responsibility implementation strategy where researchers can take the responsibility for the activities to autonomously seek the solutions as well as the results of the research.
In this sense, the planning and process of basic research projects must be made autonomously and flexibly, and a supporting system should be established where one can take responsibility for the result. However, implementation must be made depending on the mission.

This study suggests some specific improvement measures to implement such promotion strategies aimed at activating creative research. The measures were designed as systems to build a creative environment through combining creative elements and administrative elements. The suggested systems were presented in two subgroups: those for planning and others for implementation. In the planning phase, the systems for designing and planning new strategic basic research structure were presented, and in the implementation phase, Personal Knowledge Capital(PKC) System focusing on creative knowledge capital has been designed as a new strategic basic research management system. This PKC system contains open convergence of knowledge, management practices for commitment, and performance value focused assessment. The system was designed as a core device to convert the existing system into a creativity-driven research and development system.

The PKC system reflects the core elements needed for activating creativity: direct investment into creative human resources, research governing structure by creative knowledge capital, and greater autonomy in conducting research and more flexibility in management. These elements are presented for innovative management systems intended to create valuable results through creative research activities based on uncertainty and risk.

In order to jump up to the level of creating new knowledge values itself and leading the technologies without imitating the technologies of advanced countries, innovative changes are required which can lead to substantial and specific changes, not just some approaches modifying and complementing the existing research and development systems. These changes must reflect the core values creating performance value through activating creative research activities.
Furthermore, it is necessary to actively develop and adopt new systems that can realize those core values.

(출처 : SUMMARY 281p)

목차 Contents

• 표지 ... 1
• 발간사 ... 3
• 요약 ... 5
• 목차 ... 21
• 표목차 ... 25
• 그림목차 ... 28
• 제1장 서 론 ... 31
• 제1절 연구의 필요성과 목적 ... 31
• 제2절 연구의 범위 및 접근방법 ... 33
• 제3절 연구의 구성 ... 35
• 제2장 이론적 배경과 분석 방향 ... 37
• 제1절 창의적 기초연구의 이해 ... 37
• 1. 기초연구의 개념 및 중요성 ... 37
• 2. 창의성의 개념 및 구성요소 ... 41
• 3. 창의성 연구의 분석 수준 ... 46
• 제2절 창의적 연구조직 환경과 관련 요소 ... 52
• 1. 창의적 연구조직의 환경적 특징과 요인 ... 52
• 2. 관련 연구들의 시사점 ... 61
• 제3절 연구의 분석 틀 ... 62
• 제3장 선진국 창의적 기초연구정책 및 지원제도 현황 ... 65
• 제1절 미국의 기초연구정책 동향 ... 65
• 1. 기초연구정책 방향: 고위험 혁신연구 강화 ... 65
• 2. 기초연구 지원 프로그램 ... 67
• 3. 기초연구 관리시스템의 변화 동향 ... 75
• 제2절 일본의 기초연구정책 동향 ... 78
• 1. 기초연구정책 방향: 사회환원적 기초연구 강화 ... 78
• 2. 기초연구 지원 프로그램 ... 80
• 3. 기초연구 시스템의 개혁: 경쟁적 환경의 촉진 ... 89
• 제3절 EU의 기초연구정책 동향 ... 99
• 1. 기초연구정책 방향: 창의적 프론티어 연구 강화 ... 99
• 2. 기초연구 지원 프로그램 ... 101
• 제4절 영국의 기초연구정책 동향 ... 109
• 1. 기초연구정책 방향: 과학의 사회공헌 강화 ... 109
• 2. 창의 기초연구 지원제도 ... 110
• 제5절 선진국 기초연구정책 및 지원제도의 시사점 ... 116
• 제4장 우리나라 기초연구정책 및 지원관리제도 분석 ... 119
• 제1절 기초연구정책 방향 및 투자 포트폴리오 분석 ... 119
• 1. 기초연구 추진 방향 및 전략 ... 119
• 2. 기초연구투자 포트폴리오 분석 ... 123
• 제2절 기초연구지원사업 및 관리제도 ... 133
• 1. 기초연구사업 현황 ... 133
• 2. 기초연구사업 관리제도 ... 138
• 제3절 공공연구기관 지원정책 및 관리제도 분석 ... 143
• 1. 대학연구 지원정책 및 관리제도 ... 143
• 2. 출연연구기관 지원정책 및 관리제도 ... 155
• 제4절 기초연구정책 및 지원관리제도의 특징 및 문제점 ... 166
• 1. 기초연구투자 및 사업관리제도의 특징 및 문제점 ... 166
• 2. 공공연구기관 지원정책 및 관리제도의 특징 및 문제점 ... 167
• 제5장 공공연구기관의 창의적 기초연구환경 분석 및 시사점 ... 172
• 제1절 설문조사 및 분석 ... 172
• 1. 설문조사 개요 및 방법 ... 172
• 2. 분석 변수의 선정과 분석 방법 ... 172
• 제2절 대학의 기초연구 수행 환경 분석 ... 174
• 1. 응답자의 주요 특성 ... 174
• 2. 대학의 기초연구 수행 환경 평가 ... 175
• 제3절 정부출연연구기관의 기초연구 수행 환경 분석 ... 185
• 1. 응답자의 주요 특성 ... 185
• 2. 출연(연)의 기초연구 수행 환경 평가 ... 187
• 제4절 분석결과의 요약 및 시사점 ... 197
• 1. 대학과 출연(연)의 공통적인 조직환경 특성 ... 198
• 2. 대학과 출연(연)의 차별적인 조직환경 특성 ... 199
• 3. 분석 결과에 의한 개선방향의 시사점 ... 202
• 제6장 창의적 기초연구 추진전략 및 제도 개선방안 ... 205
• 제1절 창의적 기초연구 추진을 위한 혁신 방향 ... 205
• 제2절 창의적 기초연구 추진을 위한 기초연구정책 및 전략 전환 ... 207
• 1. 기초연구정책 방향의 재설정 ... 207
• 2. 창의적 기초연구 활성화를 위한 추진전략 ... 212
• 제3절 창의성 촉진을 위한 제도 개선방안 ... 215
• 1. 제도 혁신 방향 ... 215
• 2. 기초연구 기획구조의 개선 ... 217
• 3. 기초연구 수행지배구조의 개선 ... 223
• 4. 지식융합 관리구조의 개선 ... 228
• 제4절 창의적 기초연구 추진을 위한 종합관리체계 ... 236
• 1. 새로운 기초연구 추진관리체계 : PKC 사업 관리시스템 ... 236
• 2. 새로운 기초연구 종합관리체계와 단계별 접근방안 ... 240
• 제7장 결론 및 종합제언 ... 244
• 참고문헌 ... 253
• 부록 ... 261
• SUMMARY ... 281
• CONTENTS ... 287
• 끝페이지 ... 289