Abstract
Purpose. The purpose of this study was to examine and analyze the effectiveness of the Korean EPB (Economic Planning Board), which was the major government agency responsible for economic development in the country. Methodology. The research questions were divided by three categories which were economic measures, comparison of other countries economic administrative systems, and the service quality management. The economic measure section examined and analyzed the accomplishments of the EPB's goals and objectives throughout six consecutive Five-Year Economic and Social Development Plans, by examination of government documents and statistical data. The comparison of administrative systems section explained the economic administrative systems for economic institutes or industrial policies of other countries, in order to examine the differences or similarities between them and the Korean EPB. The service quality section examined both the EPB's internal managerial attitudes and external customers attitudes toward quality service. The study of these three categories would assist the determination of the effectiveness of EPB. The overall process of this study will reflect to understand more about the role of government intervention to achieve economic development. Findings and conclusion. This study found that the Korean EPB accomplished its goals and objectives throughout the period of its six consecutive plans from 1962 to 1989. The most effective economic administrative systems were the centralized planning process, high industry policies, single authority for plan implementation, and the free market systems. However, the EPB's service quality gap scores were lower than Parasuraman, Zeithaml, and Berry's empirical findings of private companies service quality gap scores. Recommendations. To be effective, the EPB has to change its structure to the vertical and horizontal to do internal checks and balances. To be in a better position, the EPB has to continuously study, examine, and analyze world economic conditions. There are nine ways to increase the EPB's service quality: (1) understand customer, (2) open upward communication channels, (3) decrease the levels between public contact personnel, (4) set service quality goals, (5) standardize tasks, (6) give perceived control to employees, (7) select right personnel to the job, (8) set supervisory control system, and (9) develop appropriate and effective communication about service quality.