Lobbying and Expertise in the European Policy Process
Full course description
This module focuses on the role and meaning of information and expertise in ‘bureaucratic politics’. The emphasis of this module is on the ‘politics of information’ within the EU, i.e. on the choices made in the process of institutionalisation, eventual standardisation or even quantification of information, and on the actors and interests involved in this process. How is politically relevant ‘information’ produced, structured, channelled and processed? What is the role of experts and expert-information in this process? And if all of this eventually bears on the question ‘who gets what, when, and how’, what then can be said about the ‘politics of informing the EU’? In the tutorials we will pay explicit attention to the role of experts/expertise in policy-making and policy-implementation. How is expertise used by public bureaucracies? Does the ‘politics of information’ approach also comprise a ‘politics of expertise’?
Parallel to the lectures and tutorials a workshop is offered in which the students will do empirical research on the role of experts and expertise in EU policy-making and –implementation, to combine, finally, their empirical findings with theoretical insights gained during the lectures and tutorials and the research techniques taught in the methods courses (Qualitative Content Analysis, or Multilevel and Longitudinal Modelling)
Ability to integrate and combine substantive knowledge, theories and methods in a well-reasoned manner; - ability to compare, select, integrate, and apply the appropriate theories, concepts and scientific research methods political science and related academic disciplines to analyse new research puzzles in the field of information, expertise and politics in the EU.
Selection: - March, J.G. and. Simon H.A ( 1993). Organizations. Cambridge (Mass.): Blackwell Publ. Tushman, M.L. & Nadler D. A. (1978), “Information Processing as an Integrating Concept in Organizational Design”, Academy of Management Review 3, pp. 613 – 623 (E-journal) - Beach, L.R. and Mitchell, T.R. (1978), A Contingency Model for the Selection of Decision Strategies. Academy of Management Review (July) pp.439 – 449 (E-journal) - Kahneman, D. & Tversky A. (1984), “Choices, Values and Frames”, American Psychologist Vol. 39, No. 4 , pp. 341 -350 - Payne, J.W., Bettman, J.R. and Johnson, E.J. (1988), Adaptive Strategy Selection in Decision Making, Journal of Experimental Psychology: Learning, Memory and Cognition 14 (3), pp. 534 – 552 - Moe, T. M. (1991), “Politics and the Theory of Organization”, Journal of Law, Economics, & Organization, Vol. 7, pp.106 – 129 - Majone, G. (1997). ‘The New European Agencies: Regulation by Information’, Journal of European Public Policy, 4 (2), pp. 262-275.(E-journal) - Thatcher, M. (2002), “Delegation to Independent Regulatory Agencies: Pressures, Functions and Contextual Mediation”, West European Politics Vol. 25 no. 1, pp 125 – 147 (E-journal) - Keleman D. R. (2002), “The Politics of ‘Eurocratic’ Structure and the New European Agencies”, West European Politics Vol. 25 no.4, pp. 93 – 118 (E-journal