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    https://www.riss.kr/link?id=A100350863

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    다국어 초록 (Multilingual Abstract) kakao i 다국어 번역

    This is a report of a commissioned research project, ‘Mid/long-term Development Strategies of Community Business’ for 2011-2013. In order to vitalize community business in rural areas, this study drew roles of rural intermediary organizations by investigating domestic and foreign cases. Ultimately, we tried to find policy alternatives and establish implementation strategy of the Korean model for rural community business intermediaries.
    The Korean CB policy doesn’t include the comprehensive support system and focuses on the establishment and quantitative expansion of CB. For CB invigoration the support policy for community business intermediaries (CBIs) is needed. As the Rural Community Support Center as a rural CBI is managed by the central government, community based support is limited. Therefore CBIs have to promote various types of intermediary in central, regional and local levels. And indirect management by certification is needed. For CB invigoration, the central government, local government and intermediaries should divide their roles and build organic relationship.
    On the other hand, rural problems such as population aging and decline are likely to restrict CBIs’ activities. Also there is a lot of concern about dependence on and influence of administration, because rural areas don’t have diverse infrastructure for active intermediary’s work. Thus CBIs have to be independent and draw up measures to network on an equal footing with administration.
    To achieve this,
    1) CBIs need to concentrate on cultivating people of talent. Through education for urban people and rural youths, they should promote the influx of talent toward rural areas and make a system to involve them in CB as volunteers, entrepreneurs and staff.
    2) CBIs have to be independent by their own funding. Currently most domestic intermediaries depend financially on administration. For the sustainability of management, intermediaries need activities guaranteeing profits to be independent businesses.
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    This is a report of a commissioned research project, ‘Mid/long-term Development Strategies of Community Business’ for 2011-2013. In order to vitalize community business in rural areas, this study drew roles of rural intermediary organizations by i...

    This is a report of a commissioned research project, ‘Mid/long-term Development Strategies of Community Business’ for 2011-2013. In order to vitalize community business in rural areas, this study drew roles of rural intermediary organizations by investigating domestic and foreign cases. Ultimately, we tried to find policy alternatives and establish implementation strategy of the Korean model for rural community business intermediaries.
    The Korean CB policy doesn’t include the comprehensive support system and focuses on the establishment and quantitative expansion of CB. For CB invigoration the support policy for community business intermediaries (CBIs) is needed. As the Rural Community Support Center as a rural CBI is managed by the central government, community based support is limited. Therefore CBIs have to promote various types of intermediary in central, regional and local levels. And indirect management by certification is needed. For CB invigoration, the central government, local government and intermediaries should divide their roles and build organic relationship.
    On the other hand, rural problems such as population aging and decline are likely to restrict CBIs’ activities. Also there is a lot of concern about dependence on and influence of administration, because rural areas don’t have diverse infrastructure for active intermediary’s work. Thus CBIs have to be independent and draw up measures to network on an equal footing with administration.
    To achieve this,
    1) CBIs need to concentrate on cultivating people of talent. Through education for urban people and rural youths, they should promote the influx of talent toward rural areas and make a system to involve them in CB as volunteers, entrepreneurs and staff.
    2) CBIs have to be independent by their own funding. Currently most domestic intermediaries depend financially on administration. For the sustainability of management, intermediaries need activities guaranteeing profits to be independent businesses.

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