000			01531naa a2200181uu 4500
001			8091719550410
003			OSt
005			20190211164302.0
008			080917s2008 xx ||||gr |0|| 0 eng d
100	1		_aBAUER, Michael W _927891
245	1	0	_aIntroduction : _borganizational change, management reform and EU policy-making
260			_aOxfordshire, UK : _bTaylor & Francis, _cAugust 2008
520	3		_aIf it remains true that the Commission is an essential component within the process of EU policy-making, changes in the organizational basis of this key actor are likely to have broader implications. Adopting this vantage point the article discusses the potential for advancing our theoretical and empirical understanding of the EU policy process by analysing the recent administrative reforms in the European Commission. It is argued that studying internal reform is particularly important as it structures and conditions the capacities and subsequently the impact of the Commission as an actor in EU policy-making. Put simply, organizational changes do affect policy outputs. Hence, studying organizational change in the form of administrative modernization - be it as a dependent or independent variable - should become an important task also for students of EU policy-making
773	0	8	_tJournal of European Public Policy _g15, 5, p. 627-647 _dOxfordshire, UK : Taylor & Francis, August 2008 _xISSN 13501763 _w
942			_cS
998			_a20080917 _b1955^b _cTiago
998			_a20081029 _b1033^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c27543 _d27543
041			_aeng