The management of public affairs by MNCs and their organisations in the European Union: a network perspective
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
1997
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | VII, 250 S. graph. Darst. |
Internformat
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| 245 | 1 | 0 | |a The management of public affairs by MNCs and their organisations in the European Union |b a network perspective |c vorgelegt von Raphael Dornier |
| 264 | 1 | |c 1997 | |
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| 502 | |a St. Gallen, Univ., Diss., 1997 | ||
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Datensatz im Suchindex
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Contents
List of Figures iv
List of Tables v
Abbreviations vi
1 Introduction 1
1.1 Rationale 1
1.2 Objective of the Study 4
1.3 The Underlying Paradigm of Research 5
1.4 Theoretical Foundations and Definitions 6
1.4.1 Business Government Relationships in Political Sciences 6
1.4.2 Business Government Relationships in Economics 8
1.4.3 Business Government Relationships in Business Science 10
1.5 Ethical Position 13
1.6 Research Method 18
1.7 Plan of the Study 19
2 The Institutional Framework and Decision making in the EU 21
2.1 Landmarks of European Integration 21
2.2 The Major Institutions of the European Union 25
2.2.1 The European Commission 25
2.2.2 The European Parliament 29
2.2.3 The Council of Ministers 30
2.2.4 The European Court of Justice 33
2.2.5 The Economic and Social Committee 35
2.2.6 The European Council 35
2.2.7 The Committee of the Regions 35
2.3 Distribution of Power between the EU and the National Level 36
2.4 The Decision Making Processes in the EU 37
2.4.1 The Consultation Procedure 37
2.4.2 The Co operation Procedure 38
2.4.3 The Co Decision Procedure 40
2.4.4 Types of Decisions 41
2.4.5 Formal and Informal Contacts within and between the Institutions 41
3 Interest Intermediation in the European Union 44
3.1 Peculiarities of Interest Intermediation in the European Union 44
3.2 The Major Players The European Lobbies 48
3.2.1 European Associations and Federations 50
3.2.1.1 The Importance of Euro Groups 50
3.2.1.2 European Peak Associations 51
3.2.1.3 European Sectoral Associations 52
3.2.1.4 Sector Unspecific Euro Groups vs. Sectoral Euro Groups 54
3.2.1.5 Other Lobbies 55
3.2.1.6 The Weakness of Euro Groups 59
II
3.2.2 Private Economic Actors 64
3.2.2.1 Corporate EU Liaison Offices 64
3.2.2.2 Contract Lobbyists 67
3.2.2.3 Political Consultants 68
3.2.2.4 Law Firms 70
3.2.3 A Typology of Representative Bodies 72
3.3 The Targets 76
3.3.1 The European Commission 76
3.3.2 The European Parliament 84
3.3.3 The Council of Ministers 88
3.3.4 The National Civil Service 92
3.4 Developments Affecting Interest Intermediation in the EU 94
3.4.1 Europe's Institutional Agenda 94
3.4.2 Institutional Reforms 96
3.4.3 The Discussion on Transparency and Openness 97
3.4.4 Formalisation of Consultation 99
3.4.5 Regulation of Lobbying in the European Parliament 100
3.4.6 Regulation of Lobbying in the Commission 102
3.4.7 Implications for European Public Affairs 103
4 Assessing the Political Regulatory Environment of the Corporation 104
4.1 Network Theories as Explanatory Tools 104
4.1.1 The Network Perspective in Management Research 104
4.1.2 Policy Networks 113
4.1.3 An Eclectic Theory 118
4.1.4 A Working Definition 121
4.2 Dimensions and Typology of Consultation Networks 123
4.2.1 The Logic of Influence: From Hierarchies to Markets 124
4.2.1.1 Monopolised vs. Open Access 124
4.2.1.2 Monolithic vs. Polycentric 126
4.2.1.3 Policy Hierarchy 127
4.2.1.4 Policy Market 127
4.2.1.5 The EU Interest Group System A Blend of Market and Hierarchy 128
4.2.2 The Logic of Membership 130
4.2.2.1 Stable vs. Ad Hoc Membership 130
4.2.2.2 Co operative vs. Conflictual Behaviour 131
4.2.2.3 Unitary Membership 132
4.2.2.4 Fragmented Membership 134
4.2.2.5 The EU Interest Group System 135
4.2.3 The Logic of Goal Formation: Efficiency vs. Effectivity 136
4.2.3.1 Formal Procedures vs. Informal Inter action 137
4.2.3.2 Constitutional Procedures vs. Consensual Bargaining 138
4.2.3.3 Efficiency Oriented Goal Formation Process 138
4.2.3.4 Effectivity Oriented Goal Formation Process 139
4.2.3.5 A Tendency towards more Efficient Interest Intermediation 139
4.2.4 The Logic of Implementation: Statism or Self Regulation 140
4.2.4.1 Interest Groups or State Instrumentalised 142
4.2.4.2 Interest Group System Shaped by State or by Interest Groups 142
4.2.4.3 Statist Interest Group System 144
Hi
4.2.4.4 Captured Statism 144
4.2.4.5 Interdependence and Symmetric Power Relations 145
4.2.5 Stabilising vs. Evolutionary Interest Group Systems 147
4.3 Dimensions and Typology of Issues 148
4.4 Consultation Networks The Case of the Automobile Industry in Europe 153
5 Strategic Options in Consultation Networks 159
5.1 Business Strategies 159
5.2 Corporate Political Strategy 160
5.3 The Integration of Business Strategy and Corporate Political Strategy 165
5.3.1 Reasons to Engage in aNetwork Strategy 166
5.3.2 Boundaries of Networks 169
5.3.3 Performance of Networks 169
5.3.4 Strategic Network Identity 172
5.4 Five Generic Network Strategies 175
5.4.1 The 'Free Rider' Strategy 178
5.4.2 The Follower Strategy 179
5.4.3 The Leader/Organiser Strategy 180
5.4.4 The Private Goods Strategy 182
5.4.5 The Political Entrepreneur Strategy 183
5.5 Characteristics of Companies in Consultation Networks 186
5.6 The Choice of the Political Strategy 191
5.7 Network Strategies The Case of the Automobile Industry in Europe 196
6 Strategic Resources for Effective European Public Affairs 200
6.1 The Process View 201
6.1.1 Issue Life Cycle 201
6.1.2 The Public Policy Process 203
6.1.3 The European Public Affairs Process 205
6.2 EPA Activities 207
6.3 Allocating Resources to EPA Sub Functions 210
6.3.1 The Latency Phase 213
6.3.2 The Emergence Phase 213
6.3.3 The Soaring Phase 214
6.3.4 The Maturity Phase 214
6.3.5 The Declining Phase 214
7 Conclusions 217
Bibliography 223
IV
List of Figures
Figure 1 1: The General Model of Interest Intermediation 10
Figure 3 1: Classification of different forms of interest representation 49
Figure 3 2: Schmitter's Four Logics of Collective Action 61
Figure 3 3: Interest Groups as Actors on the European Level 73
Figure 3 4: Decision making in the European Commission 78
Figure 3 5: Decision making in the Council of Ministers 89
Figure 3 6: The Triangle of Power 94
Figure 4 1: Hakansson's Model for the Analysis of Interfirm Networks 112
Figure 4 2: The Continuum between Market and Hierarchy 123
Figure 4 3: The Logic of Influence 126
Figure 4 4: The Logic of Membership 131
Figure 4 5: The Logic of Goal Formation 137
Figure 4 6: The Logic of Implementation 141
Figure 4 7: The Completed Model of Consultation Networks 146
Figure 4 8: The Intensity and Extent of Issues 149
Figure 5 1: Strategic Key Issues Analysis 161
Figure 5 2: The Inter dependence between Network Identity and Network
Performance 177
Figure 5 3: Strategy Options in Relation to Network Identity and Resource
Deployment 195
Figure 5 4: Policy Arenas, Policy Networks and Institutions: The Complete
Model 196
Figure 6 1: The Public Issue Life Cycle 203
Figure 6 2: The Public Policy Process 204
Figure 6 3: Making the Link Between the Public Issues Life Cycle and the Public
Policy Process 205
Figure 6 4: The European Public Affairs Process 205
Figure 6 5: Making the Link between the EPA Process, the Public Issues Life Cycle
and the Public Policy Process 206
Figure 6 6: Domains of Efficiency of Different Co operational Forms 212
V
List of Tables
Table 1 1: The Fields of Political Activity Affecting the Firm 2
Table 1 2: Co ordination Mechanisms for Economic Activity 5
Table 1 3: The Positive and Negative Effects of Lobbying 14
Table 1 4: Factors Fostering or Preventing Abusive Lobbying Practices 16
Table 2 1: Level of Implementation of White Book Measures 23
Table 2 2: The decreasing number of Commission since the introduction of the
Subsidiarity principle 25
Table 3 1: Characteristics of Interest Groups and Lobbyists 75
Table 3 2: Bodies of the European Commission 83
Table 3 3: Bodies of the European Parliament 87
Table 3 4: Bodies of the Council of Ministers 91
Table 3 5: Lobbyists' Code of Conduct 103
Table 4 1: Stylised Comparison of Forms of Economic Organisation 109
Table 4 2: A Comparison of Business Networks and Policy Networks 119
Table 4 3: Typology of Policies 151
Table 4 4: Government policies 151
Table 4 5: BARTHA's issue typology of public issues 153
Table 5 1: Phases in the evolution of business planning and public affairs
management 163
Table 5 2: Possible Market Driven and Policy Driven Decisions of a Firm 165
Table 5 3: The Main Characteristics describing the Five Generic Network
Strategies 177
Table 5 4: Determinants of Strategy Choice a Comparison 192
Table 6 1: Important Contributions to the Issues Life cycle Discussion 202
Table 6 2; Tactical Options available by Stage of the Public Policy Life Cycle 207
Table 6 3: Activities to be Performed by the EPA Function during the Public Issues
Life Cycle 209
Table 6 4: Activities Performed by Generic Strategy 210
Table 6 5: Activities Performed by Different Organisational Units during the Public
Policy Life Cycle 216 |
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| spelling | Dornier, Raphael Verfasser aut The management of public affairs by MNCs and their organisations in the European Union a network perspective vorgelegt von Raphael Dornier 1997 VII, 250 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier St. Gallen, Univ., Diss., 1997 Europäische Union (DE-588)5098525-5 gnd rswk-swf Öffentlichkeitsarbeit (DE-588)4043188-5 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Multinationales Unternehmen (DE-588)4075092-9 s Öffentlichkeitsarbeit (DE-588)4043188-5 s DE-604 Europäische Union (DE-588)5098525-5 b HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007635151&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Dornier, Raphael The management of public affairs by MNCs and their organisations in the European Union a network perspective Europäische Union (DE-588)5098525-5 gnd Öffentlichkeitsarbeit (DE-588)4043188-5 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| subject_GND | (DE-588)5098525-5 (DE-588)4043188-5 (DE-588)4075092-9 (DE-588)4113937-9 |
| title | The management of public affairs by MNCs and their organisations in the European Union a network perspective |
| title_auth | The management of public affairs by MNCs and their organisations in the European Union a network perspective |
| title_exact_search | The management of public affairs by MNCs and their organisations in the European Union a network perspective |
| title_full | The management of public affairs by MNCs and their organisations in the European Union a network perspective vorgelegt von Raphael Dornier |
| title_fullStr | The management of public affairs by MNCs and their organisations in the European Union a network perspective vorgelegt von Raphael Dornier |
| title_full_unstemmed | The management of public affairs by MNCs and their organisations in the European Union a network perspective vorgelegt von Raphael Dornier |
| title_short | The management of public affairs by MNCs and their organisations in the European Union |
| title_sort | the management of public affairs by mncs and their organisations in the european union a network perspective |
| title_sub | a network perspective |
| topic | Europäische Union (DE-588)5098525-5 gnd Öffentlichkeitsarbeit (DE-588)4043188-5 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| topic_facet | Europäische Union Öffentlichkeitsarbeit Multinationales Unternehmen Hochschulschrift |
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