공공 혁신조직 모델의 이전과 맥락적 분화에 관한 연구- DARPA 파생기관 사례를 중심으로 -

초록

Governments increasingly transplant innovation-organization models into new policy domains, the U.S. DARPA model being a leading case. Modeled on DARPA’s high-risk, high-reward (HRHR) orientation, derivative agencies arose in intelligence (IARPA), energy (ARPA-E), and health (ARPA-H), yet prior research has stressed transferability without explaining the differentiation that emerges during transfer. Drawing on enabling legislation, official reports, and congressional testimony, this study qualitatively compares DARPA and its derivatives along three dimensions: mission planning, execution and management, and outcome diffusion. Core principles—HRHR mission orientation, program-manager autonomy, and an internalized technology-transition function—are preserved across all agencies, but operation differentiates asymmetrically: mission planning retains the prototype, while functional reconfiguration concentrates in outcome diffusion, yielding a dual-layer structure of principle and implementation. Demand structure, risk structure, and the institutional environment account for this pattern, with the end user redefining failure. A Korean ARPA thus calls for context-appropriate design rather than mere imitation.

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