The Art of Lobbying the EU

The Art of Lobbying the EU: More Machiavelli in Brussels (revised edition)

Rinus van Schendelen
Copyright Date: 2013
Pages: 388
https://www.jstor.org/stable/j.ctt45kd70
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  • Book Info
    The Art of Lobbying the EU
    Book Description:

    Every day in Brussels, countless governmental and civil society interest groups seek to influence the policies of the European Union (EU). Many groups, once they have established themselves in the EU capital, apply the insights of Public Affairs (PA) management, the modern art of lobbying. Many PA practitioners in the EU as well as academics specialised in EU and PA studies developed fresh insights on 'how to influence the EU better'. This manual brings together the most up-to-date collection of PA expertise available to anyone desiring to enhance the success of their efforts to influence the EU. This new edition of the best-selling title is filled with new details, cases, findings and practices. This fully revised and updated fourth edition of the 2002 bestseller offers compelling new insights into the most advanced practices of influencing the decision-making in the European Union's corridors of power. The author's uniquely privileged position as advisor to a wide range of lobby groups from several different countries throws much-needed light on best practice and success in public affairs management.

    eISBN: 978-90-485-1770-1
    Subjects: Political Science

Table of Contents

  1. Front Matter
    (pp. 1-6)
  2. Table of Contents
    (pp. 7-14)
  3. Special Preface to the Fourth Edition: Ten Years’ Anniversary of this Book
    (pp. 15-24)
  4. List of Figures
    (pp. 25-25)
  5. List of Best Websites
    (pp. 26-27)
  6. List of Abbreviations
    (pp. 28-32)
  7. Chapter 1 The Europeanization of Public Affairs
    (pp. 33-70)

    ‘Europe’ is almost a synonym forvariety or diversity. In the mid-2010s, there were almost 500 million people living in the European Union (EU), which is more than the 420 million people of the United States and Japan combined. The negotiations about entry into the Union with nine states more, from the remnants of the former Yugoslavia to Iceland and Turkey, may add more than 100 million people to the EU. All these countries have a great deal of internal diversity by ideology, ethnicity, religion, education, language, income, culture and much more [Calder and Ceva, 2011]. Their states are frequently...

  8. Chapter 2 The Playing-field: EU Common Decision-making
    (pp. 71-118)

    The basic principle of EU integration is that every EU decision that is based on competences and procedures agreed upon by treaty text, legally binds the member states and overrules the domestic laws and acts that are not in accordance with it. The principle works, however, in a more complex way because, due to the various treaties and their differentiations, more than one legal EU order exists [Avbelj, 2011], each with a division of competences between EU and member states. Potential conflicts between them are solved by the Court and ultimately by modifying a treaty. The principle is most crucial...

  9. Chapter 3 Pushing the Buttons of ‘Brussels’
    (pp. 119-164)

    The ultimate goal of public affairs management (PAM) is to achieve a complete victory in a supposedly interesting game. Such an achievement requires winning in three arenas: the EU, which has to allow the desired outcome; the stakeholders, which have to deliver support; and the organization at home, which must provide backing. In real life, the chance of a threefold full score is low. Competition in the EU is usually extremely strong and hard. EU officials act under many cross-pressures, stakeholders have difficulty with trusting each other and the home organization is usually divided. Every pressure group, therefore, has reason...

  10. Chapter 4 Getting Grip on an EU Arena
    (pp. 165-204)

    Following up on the end of the previous chapter, we dedicate this one to the extroverted window-out scanning and the management of what happens in a particular arena. An arena is not a physical place, but the virtual collection of stakeholders, including EU officials, together with their interests-at-issue with regard to a specific dossier at a specific moment. Usually a dossier is a paper or proposal from the Commission, but it may also be an issue forwarded by another institution or a stakeholder’s platform. As in the EU every dossier is controversial to some extent, a ‘dossier’ and ‘arena’ can...

  11. Chapter 5 Managing the Home Front
    (pp. 205-244)

    In this chapter, the interest group is theunit of analysis. It may be the MNC of Siemens, an NGO like Animal Welfare, the EuroFed Eurima (isolation products), the Warsaw city government, the Regional Affairs Ministry of Italy, the AmCham in Brussels, the Commission or any other public or private interest group inside or outside the EU. They all are formally established entities, but also have semi-formal and informal networks and groups that can each act as interest groups. Examples are a company’s division, a ministry’s bureau, a Commission DG, a DG’s unit, an EP inter-group, a faction inside an...

  12. Chapter 6 Managing the EU Fieldwork
    (pp. 245-284)

    In chapter 1-IX, we referred to lobbying as an old effort to influence decision-makers by visiting some place (lobby, antechamber) belonging to them, or by ‘corridor behaviour’. We defined this behaviour technically as ‘the build-up of unorthodox efforts to obtain information and support regarding a game of interest in order to get a desired outcome from a power-holder’. The element of ‘unorthodoxy’ we characterized generally as indirect, informal, silent and charming behaviour. Modern insights from PAM tell that even such a visit to a power-holder, called officials and stakeholders today, requires a lot of study and prudence, although similar insights...

  13. Chapter 7 The Limits of EU Public Affairs Management
    (pp. 285-324)

    Our preceding chapters on the management of EU public affairs are full of buoyant spirits. The attractive flowers and trees of the EU playing-field seem to be within the reach of every interest group. Cultivating them may not be easy as this requires much homework and fieldwork but can be carried out if one is careful and energetic. Many groups, from governments to business and NGOs, hold the optimistic belief that, after their digging, fructifying and pruning, sooner or later a lot of flowers and fruits can be brought home as trophies. Many see room for planting even better varieties....

  14. Chapter 8 Public Affairs, Lobbying and EU Democracy
    (pp. 325-362)

    The views of Machiavelli above may be most surprising to many people but not to the informed few [McCormick, 2011]. In his private role of citizen the man from Florence was always most critical about rulers in the past and present, while in his public role of civil servant he advised his ruler, Lorenzo dei Medici, ‘how to survive’ in domestic and foreign affairs. His answer, given above, was that the ruler should institutionalize the greater qualities of the people by participatory forms of democracy, as otherwise he shall lose position at his home front and thus in foreign affairs...

  15. References
    (pp. 363-382)
  16. Index
    (pp. 383-387)
  17. Back Matter
    (pp. 388-388)