Convincing political stakeholders : successful lobbying through process competence in the complex decision-making system of the European Union / Joos Klemens
- Author
- Joos, Klemens
- Published
- Weinheim, Germany : Wiley, 2016.
- Edition
- 1. auflage.
- Physical Description
- xxx, 496 pages ; 25 cm
- Contents
- Machine generated contents note: 1.1.Differences of interest, stakeholders and translation conflicts -- 1.1.1.Complexity and differentiation -- 1.1.2.One theory of the "stakeholder" -- 1.1.3.Translation conflicts -- 1.2.Stakeholder orientation: perspectives of corporate management beyond the classic shareholder value approach in the face of more complex framework conditions -- 1.2.1."Be ahead of change": challenge of stakeholder orientation -- 1.2.2.Drivers of stakeholder orientation -- 1.2.2.1.Internet and digitisation -- 1.2.2.2.Climate change and demographic trend -- 1.2.2.3.More social responsibility on the part of citizens and companies: increased complexity of political decision-making processes in the European Union -- 1.2.2.4.Globalisation and critical trends in a globally inter- connected economic and financial world -- 1.2.2.5.New organisational structures for the representation of civil interests -- 1.2.2.6.Interim result -- 1.2.3.Ideal of the honourable merchant: a stakeholder-oriented concept? -- 1.2.4.Complex and dynamic perspectives of stakeholder orientation -- 1.2.5.Stakeholder theory: central contributions, development stages and selected key findings -- 1.2.5.1.Central contributions to the stakeholder theory -- 1.2.5.2.Three stakeholder theory development stages -- 1.2.5.3.Maturity phase as part of stakeholder management -- 1.2.6.Stakeholder management and strategies -- 1.2.7.Example applications of the stakeholder view in marketing -- 1.2.8.Summary and outlook -- 1.2.9.Closing remarks -- 1.3.Importance of the intermediary in lobbying derived from mutual market relationship theories -- 1.3.1.Intermediaries -- 1.3.1.1.Definitions -- 1.3.1.2.Intermediaries explained using economic theories -- 1.3.1.2.1.Transaction cost theory -- 1.3.1.2.2.Search theory -- 1.3.1.2.3.Intermediation theory of the firm -- 1.3.1.2.4.Principal agent theory -- 1.3.1.3.Behavioural theories -- 1.3.1.3.1.Structural hole theory -- 1.3.1.3.2.Social exchange theory -- 1.3.2.Summary -- 2.1.Introduction -- 2.2.Lobbying as a structured communication process -- 2.2.1.Introduction and question -- 2.2.2.Definitions and delimitations -- 2.2.2.1.From investor relations to governmental relations: lobbying as an indispensable element of corporate communication -- 2.2.2.2.Lobbying as the communication of individual interests in the political system -- 2.2.3.Lobbying as an element of corporate communication -- 2.2.3.1.Lobbying as an early warning system: identification of issues and trends -- 2.2.3.2.Lobbying as a long-term project: structural support of decision-making processes -- 2.2.3.2.1.General -- 2.2.3.2.2.Information management -- 2.2.3.2.3.Strategy consulting -- 2.2.3.2.4.Events -- 2.2.3.2.5.Integration of corporate interests -- 2.2.3.3.Lobbying as political crisis management: lobbying as "fire-fighting" -- 2.3.Legitimation of lobbying -- 2.3.1.Politics as the contest between various interests with the objective of consensual solutions -- 2.3.2.Lobbying as the aggregation of interests -- 2.3.3.Lobbying as a tool for forming communication interfaces between politics and the affected parties: necessity of an intermediary -- 2.3.4.Political science concepts for analysing and evaluating lobbying: overview -- 2.3.4.1.Neo-pluralism -- 2.3.4.2.Neo-corporatism -- 2.3.4.3.Exchange theory -- 2.3.4.4.Governance approach -- 2.3.5.Fundamentals of European law -- 2.3.5.1.Primary legal fundamentals -- 2.3.5.2.Regulations for lobbyists (code of conduct) and European Union officials -- 2.3.5.2.1.Regulations for lobbyists -- 2.3.5.2.2.Regulations for European Union officials -- 2.3.5.3.Further legal regulations and voluntary commitment of lobbyists -- 2.4.Summary -- 3.1.Introduction and question -- 3.2.Content as the key element of politics? -- 3.3.Classic dimensions of politics: polity, policy, politics -- 3.4.Procedural dimension of politics -- 3.4.1."Complexity trap" of polity: process competence for the political system in the European Union -- 3.4.2.Policy cycle -- 3.4.2.1.Problem definition -- 3.4.2.2.Agenda setting -- 3.4.2.3.Policy formulation and decision -- 3.4.2.4.Policy implementation -- 3.4.2.5.Policy evaluation -- 3.4.2.6.Policy termination -- 3.5.Temporal dimension of politics -- 3.5.1.Endogenous time slots -- 3.5.2.Exogenous time slots -- 3.5.3.Structural time slots -- 3.6.Political actors -- 3.6.1.Individual actors -- 3.6.2.Collective and corporate actors -- 3.6.3.Institutional actors -- 3.7.Political networks -- 3.8.Laws of (political) decisions -- 3.8.1.Homo economicus or homo politicus? -- 3.8.2.Decision-making by homo politicus -- 3.9.Summary -- 4.1.Introduction and question -- 4.2.Short history of European integration -- 4.3.Fundamental changes due to the Treaty of Lisbon -- 4.3.1."Lisbon": Treaty or Constitution? -- 4.3.1.1.Genesis of the Treaty of Lisbon -- 4.3.1.2.How the chosen process determined the substance of the Treaty of Lisbon -- 4.3.1.3.Evaluation of the differences between the Constitutional Treaty and the Treaty of Lisbon -- 4.3.2.Strengthening the EU externally: the EU as a global player -- 4.3.3.Strengthening the EU internally: transition from the principle of unanimity to the majority principle in the Council of the EU is becoming the usual case -- 4.3.4.Strengthening of the European Parliament -- 4.4.Integration theories and the multi-level system of the European Union -- 4.4.1.Federalism -- 4.4.2.Neo-functionalism -- 4.4.3.Liberal intergovernmentalism -- 4.4.4.Supranationalism -- 4.4.5.Multi-level governance -- 4.5.Political stakeholders in the European Union -- 4.5.1.European (supranational) level: overview of the institutions of the European Union -- 4.5.1.1.European Parliament -- 4.5.1.2.European Council -- 4.5.1.3.Council of the European Union (Council of Ministers) -- 4.5.1.4.European Commission -- 4.5.1.5.Court of Justice of the European Union -- 4.5.1.6.European Central Bank -- 4.5.1.7.Court of Auditors -- 4.5.1.8.Other institutions -- 4.5.2.Member state (national) level -- 4.5.2.1.Member state ("permanent") representations -- 4.5.2.2.Regional representations -- 4.5.3.Civil society (non-state) level -- 4.5.3.1.Associations -- 4.5.3.2.Organisations and public interest groups -- 4.5.3.3.Media -- 4.6.Summary -- 5.1.Introduction and question -- 5.2.Bases of legislation in the EU after Lisbon -- 5.2.1.General -- 5.2.2.Classification of legislative acts after the Treaty of Lisbon -- 5.2.3.Legislative procedures in the European Union -- 5.2.3.1.General -- 5.2.3.2.Ordinary legislative procedure -- 5.2.3.2.1.Introduction of the legislative procedure: right of initiative of the Commission -- 5.2.3.2.2.Further procedure in the Council and Parliament: readings, opinions and conciliation procedures -- 5.2.3.2.3.First reading in the European Parliament -- 5.2.3.2.4.First reading in the Council -- 5.2.3.2.5.Second reading in the Parliament and Council, opinion of the Commission -- 5.2.3.2.6.Procedure in the conciliation committee -- 5.2.3.2.7.Third reading in the Council and Parliament -- 5.2.3.2.8.Publication, announcement and entry into force -- 5.2.3.3.Legislation by the Commission according to Articles 290 and 291 TFEU, particularly comitology -- 5.2.3.3.1.Delegated legislation (Article 290 TFEU) -- 5.2.3.3.2.Implementing legislation by the Commission according to Article 291(2) TFEU -- 5.3.Access to the institutions of the European Union -- 5.3.1.General -- 5.3.2.Legal bases of regulation -- 5.3.3.Legal framework of access to the individual institutions -- 5.3.3.1.Regulation of access to the European Council -- 5.3.3.2.Regulation of access to Commission members and civil servants -- 5.3.3.3.Transparency Initiative/Transparency Register -- 5.3.3.3.1.Boundary conditions and content of the Transparency Register -- 5.3.3.3.2.Critical appraisal -- 5.3.3.3.3.Alternatives to the Transparency Register: binding quality criteria for lobbying -- 5.3.3.4.Regulation of access to Members of the European Parliament -- 5.3.3.5.Regulation of access to the Committee of the Regions (CoR) and the Economic and Social Committee (ESC) -- 5.3.4.Consequences for the practice of lobbying -- 5.3.4.1.Decisions without decision-makers? -- 5.3.4.1.1.European Union "complexity trap": is there the one decision-maker? -- 5.3.4.1.2.Ordinary legislative procedure (Article 294 TFEU): the number of decision-makers is increasing -- 5.3.4.1.3.Informal trialogue as an additional - informal - decision-making level -- 5.3.4.1.4.Complexity and multi-dimensionality of the procedures and process competence in lobbying -- 5.3.4.2.Majority decisions amongst 28 member states as a strategic risk for companies: necessity of "European coalition building"? -- 5.4.Summary -- 6.1.Introduction and question -- 6.2.General -- 6.3.Essential element of successful lobbying: stakeholder management -- 6.3.1.Concept of stakeholder management in the area of political lobbying -- 6.3.2.Stakeholder management in practice -- 6.3.2.1.Step 1: identification of relevant stakeholders -- 6.3.2.2.Step 2: stakeholder mapping - categorisation and hierarchical structure -- 6.3.2.3.Step 3: information management - establishment and administration of a stakeholder database -- 6.4.Lobbying instruments -- 6.4.1.Structural instruments -- 6.4.1.1.Collective forms of organisation: lobbying through associations -- 6.4.1.1.1.General heterogeneity problem -- 6.4.1.1.2.Association-based lobbying "from the inside" and "from the outside" -- 6.4.1.1.3.Cultural differences between the EU level and member states as a problem for associations -- 6.4.1.1.4.European and national associations -- 6.4.1.1.4.1.European associations -- 6.4.1.1.4.2.National associations -- 6.4.1.2.Non-collective forms of organisation -- 6.4.1.2.1.In-house lobbying: own corporate representative office -- 6.4.1.2.1.1.Role and activities of an in-house lobbyist -- 6.4.1.2.1.2.Personal requirements for a lobbyist -- 6.4.1.2.1.3.Central problem: trust cannot be bequeathed -- 6.4.1.2.2.External service providers -- and Contents note continued: 6.4.1.2.2.1.Public affairs agencies -- 6.4.1.2.2.2.Law firms -- 6.4.1.2.2.3.Governmental relations agencies -- 6.4.1.2.2.4.Think tanks -- 6.4.1.2.2.5.Posting internal employees to the institutions -- 6.4.1.3.Costs of the various instruments -- 6.4.1.3.1.Costs of an association -- 6.4.1.3.2.Costs of a corporate representative office in Brussels -- 6.4.1.3.3.Costs of an external service provider -- 6.4.1.3.3.1.Public affairs agencies -- 6.4.1.3.3.2.Law firms -- 6.4.1.3.3.3.Governmental relations agencies -- 6.4.2.Process-oriented instruments -- 6.4.2.1.Mono process-oriented instruments -- 6.4.2.1.1.Telephone call -- 6.4.2.1.2.SMS -- 6.4.2.1.3.E-mail -- 6.4.2.1.4.Personal discussion -- 6.4.2.1.5.Briefing -- 6.4.2.1.6.Opinion in the legislative procedure -- 6.4.2.1.7.Onepager -- 6.4.2.2.Poly process-oriented instruments -- 6.4.2.2.1.Workshop -- 6.4.2.2.2.Parliamentary evening -- 6.5.Implementation in practice: overall model for structuring effective and efficient lobbying -- 6.5.1.Setting quality benchmarks: key elements of effective lobbying for a company -- 6.5.2.Co-ordination of the instruments by the company -- 6.5.3.Documentation of the starting point and objective: definition of a general corporate requirement profile in the field of lobbying -- 6.5.4.Implementing and successfully undertaking lobbying projects: fundamental steps -- 6.5.4.1.Documentation of the content-related objective and continuous checking of political feasibility -- 6.5.4.2.Procedural situation assessment and strategy planning -- 6.5.4.3.Drafting and submitting one or more onepagers -- 6.5.4.4.Flanking the onepager with other structural and process-oriented instruments (mutual information transparency) -- 6.5.4.5.Supporting decision-making processes at legislative and executive level -- 6.5.5.Conclusion -- 6.6.Summary -- 7.1.Introduction and question -- 7.2.Framework conditions and general requirements on a lobbyist -- 7.2.1.Breaking down and controlling increasing complexity -- 7.2.2.Deciphering the complex multi-level system of the European Union -- 7.3.Requirements on a lobbyist -- 7.3.1.Knowledge of the world of politics and the world of stakeholder groups -- 7.3.1.1.Lobbying as an intermediary system -- 7.3.1.2.Requirements on the part of stakeholder groups -- 7.3.1.2.1.Information -- 7.3.1.2.2.Commercial management thinking and implementation of the clients' (political) objectives -- 7.3.1.2.3.Professional representation of clients' interests -- 7.3.1.2.4.Technical know-how and good contacts -- 7.3.1.2.5.Soft skills as essential tools: social skills, intercultural and linguistic skills, integrity -- 7.3.1.2.6.Integrity and compliance -- 7.3.1.3.Requirements on the part of politicians -- 7.3.1.3.1.Information -- 7.3.1.3.2.Information transparency and professional information mediation -- 7.3.1.3.3.Understanding of political processes and culture -- 7.3.1.3.4.Integrity and compliance -- 7.3.1.4.Resume -- 7.3.2.Development of skills for the structural and long-term support of political processes -- 7.3.2.1.Process competence and an understanding of complex political systems -- 7.3.2.2.Reduction of complexity for politicians and stakeholder groups -- 7.3.2.3.Revolving door as an answer? -- 7.3.2.3.1.Switch from politics to commerce -- 7.3.2.3.2.Problems of the different socialisation of politicians and decision-makers from commerce -- 7.3.2.3.3.Revolving door as a dead end? Image problems for politicians and stakeholder groups -- 7.4.Status quo of "vocational education and further training for lobbyists" -- 7.4.1.Existing methods of education and further training -- 7.4.2.Objectives and content of the current education and further training -- 7.5.New approaches in education and further training -- 7.5.1.European law module -- 7.5.2.Political science module -- 7.5.3.Process management and complexity reduction module -- 7.5.4.Intercultural skills module -- 7.5.5.Language module -- 7.5.6.Practical module -- 7.6.Summary -- 8.1.Professionalism means translation competence -- 8.1.1.Classic professions -- 8.1.2.A new form of professionalism? -- 8.1.3.Professionalism as translation competence -- 8.1.4.Brief Appendix: lobbying re-thought -- 8.2.Convincing political stakeholders: specifics and challenges for SMEs using the example of Bavaria -- 8.2.1.What are SMEs in Bavaria? -- 8.2.2.How is political lobbying organised amongst Bavarian SMEs? -- 8.2.3.What are the current problems involved in political lobbying? -- 8.2.4.Conclusion -- 9.1.Case 1: "advertising bans for spirits, beer and wine?" -- 9.1.1.Circumstances/initial situation -- 9.1.2.Step 1: documentation of the (content-related) objective and continuous checking of political feasibility -- 9.1.3.Step 2: procedural situation assessment and strategy planning -- 9.1.4.Step 3: drafting a onepager and submitting it to previously identified addressees at the legislative and executive level -- 9.1.5.Steps 4 and 5: implementation of the onepager and supporting decision-making processes at legislative and executive level -- 9.1.5.1.Lobbying vis-a-vis the European Commission -- 9.1.5.2.Lobbying vis-a-vis the Council -- 9.1.5.3.Lobbying vis-a-vis the European Parliament -- 9.1.6.Result: achievement of objectives -- 9.2.Case 2: "regulation for defining the modalities for achieving the objective of reducing the CO2 emissions of new passenger cars by 2020" -- 9.2.1.Circumstances/initial situation -- 9.2.2.Step 1: documentation of the (content-related) objective and continuous checking of political feasibility -- 9.2.3.Step 2: procedural situation assessment and strategy planning -- 9.2.4.Step 3: drafting one or more onepagers and submitting them to previously identified addressees -- 9.2.5.Step 4: flanking the onepager with other structural and process- oriented instruments (mutual information transparency) -- 9.2.6.Step 5: supporting decision-making processes at legislative and executive level -- 9.2.6.1.Lobbying vis-a-vis the European Commission -- 9.2.6.2.Lobbying vis-a-vis the Council -- 9.2.6.3.Lobbying vis-a-vis the European Parliament -- 9.2.6.4.Lobbying vis-a-vis the Committee of the Regions and the Economic and Social Committee -- 9.2.7.Result: achievement of objectives -- 10.1.Lobbying as an economic asset for companies -- 10.2.Objectives of lobbying (involvement in decision-making processes) -- 10.3.Framework conditions - reform due to the Treaty of Lisbon -- 10.3.1.Treaty of Lisbon: "United States of Europe"! -- 10.3.2.Strengthening the European Union -- 10.3.2.1.Outwardly -- 10.3.2.2.Inwardly -- 10.3.3.Multi-level system, ordinary legislative procedure, informal trialogue -- 10.3.3.1.Multi-level system -- 10.3.3.2.Ordinary legislative procedure (Article 294 TFEU): the number of decision-makers is increasing -- 10.3.3.3.Informal trialogue: an additional decision-making level -- 10.3.4.Shift in focus from content to process competence -- 10.3.5.Increase in complexity and paradigm shift -- 10.3.5.1.Increase in the complexity of European decision- making processes -- 10.3.5.2.Paradigm shift in lobbying: process competence -- 10.4.Lobbying instruments: additions and continued development (intermeshing content competence with process competence) -- 10.4.1.External intermediary: key to reducing complexity (structural organisation) -- 10.4.1.1.Process structure competence (PStC) -- 10.4.1.1.1.Management competence -- 10.4.1.1.2.Production competence -- 10.4.1.2.Procedure complementary to the company's content competence (CC) -- 10.4.1.3.Prerequisites for the acceptance of the intermediary within the company and the legislative and executive level -- 10.4.1.3.1.Neutrality and independence -- 10.4.1.3.2.Highest standards of compliance -- 10.4.1.3.3.Industry competition exclusion clause -- 10.4.2.Process-oriented methodology of the intermediary (procedural organisation) -- 10.4.2.1.Perspective change competence (PCC) -- 10.4.2.1.1.Onepager -- 10.4.2.1.2.Perspective change from the individual interest (perspective of those affected) to a common interest -- 10.4.2.2.Process support competence (PSuC) -- 10.5.Success formula for complexity management in successful lobbying -- 10.6.Result and outlook.
- Subject(s)
- ISBN
- 9783527508655 hardcover
3527508651 hardcover - Bibliography Note
- Includes bibliographical references (pages 465-494).
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