신제도주의 이론을 적용한 적극행정 사례분석

This study addresses the lack of concrete decision-making criteria for street-level bureaucrats implementing proactive administration in Korea. To overcome the limitations of previous studies that reduced proactive administration to individual willpower or organizational culture, this research developed an integrated analytical model combining neo-institutional theories of organizational field, institutional logics, institutionalentrepreneurship, and institutional work. Six cases were selected from 268 best practice cases published by the Ministry of Personnel Management (2016-2024) and analyzed at macro, meso, and micro levels. The analysis confirmed that proactive administration is not a violation of regulations but a coordination process between legitimate institutional logics, such as public interest versus procedural legitimacy, and economic revitalization versus regulatory rigidity. In successful cases, bureaucrats as institutional entrepreneurs employed four strategies—problem reframing, strategic coalition building, legitimacy discourse mobilization, and political opportunity capture—while simultaneously performinginstitutional work of creation, maintenance, and disruption. This study reconceptualizes proactive administration as an institutional phenomenon involving the interaction of structure, logics, and agency, and presents systematic decision-making criteria and practical strategies for street-level bureaucrats.