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AbstractThis article reports on a two‐phase study of government relations (GR) units in large corporations. Data were collected on the backgrounds of GR unit managers, the assessments of these managers of the impact and influence of the unit, the roles assigned to the GR unit, and the impediments facing GR unit managers. It was found that the GR unit plays only a minor and increasingly less important role in the government relation activities of large firms in Canada. It was also found that the roles of the unit are much more diverse than has been observed previously and the GR unit staff often work with others, both inside and outside the firm, in a team approach. It was concluded that the key challenge for the GR executive is to define and publicize clearly inside the firm the unit's exact role and the expertise that the unit offers.RésuméCet article porte sur une étude en deux phases faite sur les départements de relations gouvernementales (RG) dans les grandes compagnies. Des données furent recueillies sur les antécédents des directeurs des départements RG, les évaluations de ces directeurs sur l'impact et l'influence du département, les rôles attribués au département RG et les obstacles aurquels font face les directeurs de ces départements. Nous avons découvert que le département RG ne joue qu'un rôle minimal et de moins en moins important dans les activités du relations gouvernementales des grandes firmes canadiennes. Nous avons aussi observé que les rôles du département sont beaucoup plus diversifiés que nous le pensions et que les employés du département RG souvent travaillent en équipes avec d'autres employés tant à l'intérieur qu'à l'extérieur de la firme. Nous avons conclu que le défi majeur pour le cadre d'un département RG est de clarifier et de publiciser davantage à l'intérnele rôle précis et l'expertise que le département a à offrir.

For many years, advocates of a Scottish Parliament hoped that its eventual arrival would mark a new phase in local government: an increase in local autonomy and a redressing of the creeping centralization of the Conservative years. This article addresses the question: to what extent, if any, has there been a shift in the balance of power between centre and local government since the advent of a Scottish Parliament in 1999? It examines the pre- and post-1999 periods in this area of Scottish governance, focusing particularly on the legal/constitutional, financial and policy parameters set by the centre. It argues that continuity has been more important than change, and that reasons for the continued domination of the centre lie particularly with (a) the pervasive influence of the UK Union (b) a relative continuity in political actors and (c) the ongoing self-interest of the 'centre'.

PurposeParallel with business and society relationships, the business and government relationship needs greater attention. Business and government relations beyond short‐term lobbying could be seen as a strategic activity aimed at creating sustainable value for the company. As such it would become much easier to achieve competitive advantage and align the company's commercial with the public interest. This paper seeks to examine this issue.Design/methodology/approachThe paper aims to scan the issue with a view to further research.FindingsThe economic crisis and the imminent new wave of regulation make a new approach to lobbying more pressing.Originality/valueThe paper is based on political and economic writings and on practical experience in the public and private sector.

For the business and government relationship in Japan, the pre-war period was an era of considerable change. Framed by Japan's nation-building efforts, the relationship adapted and evolved with the often fluid economic and political circumstances. As both business and government had vested interests in the direction and success of Japan's industrialization process, on one level they became partners. At the same time, though, they were both stakeholders in the fiercely competitive iron and steel industry. This book explores how that partner-competitor relationship worked during the am.