Chapter 9: European non-market strategy: Lobbying the playing field

Multiple Choice

1. Which of the following is not a motive for lobbying decisions?

a. introduce, modify or abolish legislation

b. become informed about how best to adapt a firm to new legislation

c. rule upon an action or measure to be taken

d. distribute, modify or suspend the distribution of specific resources

2. “A political opportunity structure can be defined as the degree to which people or groups are able to ______ the political system.” (McAdam, 1996)

a. organize themselves to recognize the impact of

b. develop managerial structures to depoliticize

c. gain access to power and to manipulate

d. develop mechanisms for limiting the impact of

3. Which resource level of representation best fits a choice of entry point that covers direct and indirect lobbying at local and regional venues, and present in Brussels, at the venues of most direct channels of interest representations?

a. low-resourced

b. medium-resourced

c. high-resourced

d. none of these

4. Which of the following best describes the range of interests represented through lobbying in Brussels, Strasbourg and Luxembourg?

a. only firms that originate from EU member states

b. only firms and nongovernmental organizations from EU member states

c. mostly firms and nongovernmental organizations from Anglo-Saxon countries

d. a diverse range of European and non-European businesses and other interests

5. Lobbying is a ______ and beneficial activity that allows ______ to receive the various inputs necessary for elaborating adequate and ______ decision-making, if governed under a shared framework.

a. illegal/institutions/unfair

b. legal/institutions/equitable

c. legal/individuals/equitable

d. legal/institutions/quick

6. Which of the following describes the relationship between the EU institutions and member states institutions with regards to lobbying by business to influence EU policy-making?

a. EU policy decision-making can only effectively be influenced in Brussels.

b. EU policy decision-making is best influenced via the member state governments.

c. Business interests have diverse opportunities at the EU and national member states’ institutions influence EU policy decision-making.

d. European business is at a disadvantage to Anglo-Saxon businesses in seeking to influence EU policy decision-making.

7. Which EU Treaty changed the relative importance of the European Parliament and the European Commission, thereby realigning the EU lobbying arena towards the European Parliament?

a. Treaty of Maastricht/Treaty on European Union

b. Treaty of Amsterdam

c. Treaty of Lisbon

d. none of these

8. What are the characteristics that best describe a lobbyist at the EU institutions?

a. An EU lobbyist actively seeks to use dependencies to get desired outcomes.

b. An EU lobbyist is more like an adviser, advocating whilst informing.

c. An EU lobbyist is more like an adversary seeking to control decision-making processes.

d. An EU lobbyist tends to adopt a winner takes all attitude, given the stakes involved.

9. When is the best time for an EU lobbyist to get involved in the policy process and so maximize the opportunities for influencing outcomes of policy making?

a. during agenda setting for a policy decision-making process

b. during the negotiation of the details of the policy process

c. during the implementation phase of the policy process

d. only when a major competing interest engages

10. What is the most attractive EU institution for lobbying?

a. European Commission

b. European Parliament

c. Council of the European Union

d. any of the above depending on the policy issue

11. Which of the following are elements of a lobbying strategy that increase the chances of a successful outcome?

a. detailed policy expertise.

b. long-term investment in the lobbying process

c. the willingness to cooperatively engage in lobbying with competitors

d. all of these