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The legitimacy of the European Union is a much studied and highly contested subject. Unlike other works, this book does not engage in another review of the shifts of public opinion and perception regarding the EU. Instead, it offers a different and innovative perspective by focusing on constructions of legitimacy in the European Commission. Starting from the premise that legitimacy is discursively constructed, the book engages in a fine-grained analysis of legitimacy discourses in the European Commission since the early 1970s. Embedded in a poststructuralist theoretical framework, Hegemonies of Legitimation also sheds light on the conditions that made radical shifts of legitimacy discourses possible, and illustrates how these discursive shifts paved the way for different types of legitimation policies. As such, the book maps and reconstructs the historically variable discursive landscape of competing articulations of what legitimacy signifies in the case of the EC/EU, and provides us with a detailed picture of the history of the Commission's struggle for legitimacy.--

'Agencification' in the European Union has emerged as an important research topic at the intersection between political science and organizational studies. This Working Paper focuses on a group of six agencies under the wings of the European Commission that is often overlooked in the literature, despite the fact that these agencies are now set up for more than a decade, and despite the fact that their portfolio is growing. It sheds light on the historical context of their establishment and their legal foundation, looks at their organizational structure, and investigates the fields of action in which they are tasked to operate. ; IHS Working Paper

The European Commission is an important actor in and of itself, with a distinct role in conflict transformation. There is much academic work on the EU's role in the Cyprus conflict, and more broadly, on the EU as an actor in conflict prevention and resolution. There is much less work examining the specific role of the European Commission through an exploration of the discourse it constructs, produces and sustains. It is the intention of this article to add to the literature in this area through a critical analysis of the European Commission's role in the Cyprus conflict. Adapted from the source document.

The paper analyzes the appointment of the European Commission as a strategic game between members of the European Parliament and the Council. The focal equilibrium results in Commissioners that duplicate policy preferences of national Council representatives. Different internal decision rules still prevent the Commission from being a Council clone in aggregate. Rather, it is predicted a priori that Commission policies are on average more in accord with the aggregate position of the Parliament. Empirical analysis suggests that the Council is, in fact, significantly more conservative than Parliament and Commission; the latter two are significantly closer to each other than Council and Commission.

International public organizations, as the European Commission and the European Parliament, are under almost permanent political pressure to improve efficiency. While teamwork is considered to be a possible remedy, so far little research on effectiveness of multinational teams was undertaken in international public organizations. The purpose of this book is to identify the distinctive characteristics that influence multinational team performance in a public management context. Based on a qualitative research approach a complexity model of multinational team performance was developed. This model can be used as a checklist to identify possible problems in multinational teams. Additionally, managerial implications of how to deal with the inherent complexity of multinational teams are given.

"This book examines the struggle of the European Union bureaucracy to maintain its autonomy in an increasingly complex institutional setting and adverse political environment. Using an original survey of nearly two hundred top European Commission officials, it shows that the European Union is a coherent organization that shares a common culture of supranationalism. The European Union's multicephalous structure of political authority limits the capacity of European politicians to curb the autonomy of the Commission but tends to undermine the legitimacy of the organization, which finds itself under persistent political attacks. These attacks inadvertently help the organization bolster its defenses against the external threats and trigger internal legitimation processes that reinforce the devotion of its employees to its institutional mission. The rich survey data show how Commission bureaucrats establish themselves as the "custodians of Europe." The book helps disentangle the complexity of the Commission and makes a contribution to the study of international bureaucracies, a topic that has received little attention"--

The paper analyzes the appointment of the European Commission as a strategic game between members of the EU's Council of Ministers and the European Parliament. The focal equilibrium results in Commissioners that duplicate policy preferences of national Council representatives. Different internal decision rules still prevent the Commission from being a Council clone in aggregate. Rather, it is predicted that Commission policies are on average more in accord with the aggregate position of the Parliament than the Council. A data set covering 66 dossiers with 162 controversial EU legislative proposals passed between 1999 and 2002 is investigated to test this. In fact, the Council is significantly more conservative than Parliament and Commission; the latter two are significantly closer to each other than Council and Commission.

The paper analyzes the appointment of the European Commission as a strategic game between members of the European Parliament and the Council. The focal equilibrium results in Commissioners that duplicate the policy preferences of national Council representatives. Different internal decision rules still prevent the Commission from being a Council clone in aggregate. Rather, it is predicted a priori that Commission policies are on average more in accord with the aggregate position of the Parliament than that of the Council. This prediction is confirmed for a data set covering 66 dossiers with 162 controversial EU legislative proposals passed between 1999 and 2002.

Cover -- 1 INTRODUCTION -- 1.1. RELEVANCE OF RESEARCH -- 1.2. RESEARCH PROCESS -- 1.3. STRUCTURE OF THE DISSERTATION -- 2 AN INTEGRATIVE MODEL OF MULTINATIONAL TEAM PERFORMANCE -REVIEW OF THE LITERATURE -- 2.1. A BRIEF REVIEW OF THE LITERATURE ON INTERCULTURAL MANAGEMENT -- 2.2. LITERATURE ON MULTINATIONAL TEAM PERFORMANCE -- 2.2.1. Divergent variables to model multinational team performance -- 2.2.2. Control variables: Task, team size and learning processes -- 2.2.3. Integrative model to study multinational team performance -- 3 METHOD -- 3.1. METHODOLOGIES IN EMPIRICAL SOCIAL RESEARCH: A COMPARISON FOR SELECTING THE APPROPRIATE METHOD TO STUDY MULTINATIONAL TEAMS -- 3.2. TECHNIQUES USED TO DEVELOP HYPOTHESES -- 3.2.1. Narrative Interview -- 3.2.2. Transcription and Content Analysis -- 3.3. HOW TO ASSESS RELIABILITY AND VALIDITY -- 3.4. SAMPLE -- 3.4.1. Sample in the European Commission -- 3.4.2. Sample in the European Parliament -- 4 EMPIRICAL FINDINGS IN THE EUROPEAN COMMISSION -- 4.1. SOCIETY -- 4.1.1. General cultural differences versus personality -- 4.1.2. Cultural differences in norms of behavior: North versus South -- 4.1.3. Language proficiency -- 4.2. ORGANIZATION - ORGANIZATIONAL CULTURE -- 4.2.1. Perceived kind of organizational culture -- 4.2.2. Explicitly defined organizational culture -- 4.3. ORGANIZATION - ORGANIZATIONAL STRUCTURE -- 4.3.1. Hierarchy: French versus Anglo-Saxon System -- 4.3.2. Performance appraisal -- 4.3.3. Mobility - job rotation -- 4.4. INDIVIDUAL -- 4.4.1. Personality traits -- 4.4.2. Personal Experiences -- 4.4.3. Personal Interests/Motivation -- 4.4.4. Educational Background -- 4.5. INDIVIDUAL - TEAM LEADER -- 4.5.1. Leadership style and power -- 4.6. EXCURSUS: KNOWLEDGE MANAGEMENT -- 4.6.1. Knowledge Transfer -- 4.7. TEAM -- 4.7.1. Informal rules -- 4.7.2. Facilitation of communication.