01981pab a2200169 454500008004000000100001600040245006600056260000900122300001400131362000800145520144900153650002601602773005201628909001001680999001701690952010401707180718b2003   xxu||||| |||| 00| 0 eng d  aKim, Pan S.  aManagement innovation of quasi-governmental agencies in Korea  c2003  ap.535-52.  aDec  aMany quasi-governmental agencies operate under the umbrella of the Korean government. Their semi-official status derives from the receipt of government contributions, commissions or subsidies. There are literally hundreds of such organizations whose sole objective is to operate in support of the Korean people, yet they have a poor public image. They are often portrayed in the media as unaccountable and inefficient. They have been criticized by civil society because many quasi-governmental agencies have operated without comprehensive evaluation and monitoring systems. External criticism of the agencies have manifested itself in a demand for management innovation within these agencies. Indeed, the push for reform has expanded to include the governmental agencies as well as the quasi-governmental agencies overseen by the Korean government. In response to the reform movement, the Ministry of Planning and Budget (MPB) has stated their objective to overhaul the management of quasi-governmental agencies. In reality, however, the Ministry can only make recommendations to the agencies due to a lack of regulatory authority over such agencies. The purpose of this article is to review the overall status of quasi-governmental agencies in Korea and the management challenges they face, to assess similar cases from overseas, and to examine possible measures for more efficient management of these quasi-governmental agencies. Reprodu ced.  aPublic administration  aInternational Review of Administrative Sciences  a59417  c59417d59417  00104070aIIPAbIIPAd2018-07-19hVolume no: 69, Issue no: 4pAR59862r2018-07-19w2018-07-19yAR