Caroline Howard Grøn

Maximizing Influence in the European Union after the Lisbon Treaty: From Small State Policy to Smart State Strategy

Abstract How do small states maximize their influence in the European Union? This article argues that the traditional small state approach to European integration is being undermined by formal and informal developments in the EU. Small states must therefore change their traditional policy focused on binding the great powers to a smart state strategy utilizing small state weakness to gain influence. We outline the basic characteristics of a smart state strategy and illustrate the practical applicability of the strategy by discussing three basic aspects of ideal type smart state behaviour: (1) the state as lobbyist, (2) the state as self‐interested mediator, and (3) the state as norm entrepreneur.

Who's at the table? An analysis of ministers’ participation in EU Council of Ministers meetings

ABSTRACT The Council of Ministers is an important part of EU decision-making. However, contrary to what is formally expected member, states are not always represented by ministers at Council meetings. Unfortunately, our knowledge of who is actually participating is limited. First, the article investigates the extent to which ministers actually participate in Council meetings. We conclude that a substantial number of the participants are not ministers. Second, based on an institutional approach, the article tests six hypotheses as to when ministers participate. Here, we find the salience of meetings, the importance of the policy area, the length of EU membership and a high share of EU-positive parties enhance the likelihood of ministerial participation. Finally, we test whether the existence of junior ministers affects the likelihood of politicians participating. Here, our findings are inconclusive. The article builds on a database including all participants in Council meetings between 2005 and 2009.

In the Mayor We Trust? Trust as the Micro-Foundation of Complementary Politico-Administrative Relations in Local Governments

This article investigates trust between politicians and public officials in local government. Beginning with Svara’s claim that such relations are characterized by complementarity, we point to the importance of trust as the micro foundation for these relationships. Applying a mixed-methods strategy, we investigate a number of factors we expect to be related to the level of trust between politicians and public officials, as perceived by the latter. We find that the communication climate and a clear distribution of tasks correlate positively with trust, whereas an unstable environment correlates negatively with trust.

Political instability and the ability of local government to respond to reputational threats in unison

This article investigates whether local governments are able to act in a unified manner when responding to reputational threats posed by negative media coverage. Based on an argument that local governments facing political instability are less able to perform in unison, the article investigates a number of expectations, including various types of political instability (council, agenda and policy area instability) and their relation to different types of responses to negative media coverage from the political and administrative actors (communication behaviour, responsibility and blame-avoidant behaviour, and sanctioning behaviour). The article finds such relationships for some of these aspects. The analysis also indicates that the reputational history of a local government is related to the degree of unified behaviour. The empirical analysis is primarily based on a survey sent to all Danish public managers in the three upper levels of the local government hierarchy. Point for practitioners Reputation management has become an area for strategic management in the public sector, not least in local governments. This article demonstrates that public managers need to pay attention to the degree of political instability characterizing their local governments when dealing with reputational threats. If the local government is characterized by political instability, the need to address potential disagreements between administrative and political actors becomes vital. Furthermore, public managers need to take into account the reputational history of their organization as it may challenge the ability to coordinate a unified response across the political and administrative leadership during reputational threats.