The politics of business
Article Abstract:
Political developments within the European Community (EC) will have a profound affect on European business and industry. The evolution towards closer political and economic ties will alter the business and industrial landscape and affect lobbying tactics. The EC heads of state will gather in Rome in Dec 1990, and the issues to be discussed will include the transformation of the European Commission into an executive body with an independent president, the strengthening of the European Parliament, and bolstering the powers of the Court of Justice. The political climate at the meeting will have been affected by the October entry of the UK into the European Monetary System and the election of a chancellor of a unified Germany. Attention will be focused on creating checks and balances for EC government, making the Commission accountable to elected officials, and changes affecting each branch.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1990
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Influence peddling, European style (includes related article on European lobbyists)
Article Abstract:
Dramatic changes in lobbying practices in the European Community (EC) result from pressures of the 1992 timetable for the Internal Market. The number of lobbyists and types of groups represented are constantly increasing, although EC headquarters in Brussels, Belgium is still a prime target. Lobbyists also monitor debate on issues passing through the European Parliament in Strasbourg, France. A modest, informal approach is best; success varies with the professionalism, efficiency, and experience of the lobbyist. One of the most heavily lobbied EC sections is Directorate General 16, which controls about seven billion European Currency Units annually for industrial modernization, retraining of workers, and development of infrastructure in poor regions.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1988
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Belgium's bloodless coup
Article Abstract:
Societe Generale de Belgique (SGB), which has interests in 1,300 companies and amounts to 30% of Belgium's economy, has made major changes since Carlo de Benedetti made an unsuccessful raid on the company in 1987. SGB was accused by stockholders as being too diverse, too complex, and not responsive to market conditions. SGB's management has responded by removing layers of management, identifying and cutting costs; and organizing subsidiary companies into 12 separate market-focused areas. Management has shifted from an autocracy to team-management, and is currently: developing a strategic planning team; improving communication between satellites and management; and reorganizing assets into 13 focus groups.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1989
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