000			01539naa a2200181uu 4500
001			0063015070537
003			OSt
005			20190211173240.0
008			100630s1997 xx ||||gr |0|| 0 eng d
100	1		_aLAFFAN, Brigid _95812
245	1	0	_aFrom policy entrepreneur to policy manager : _bthe challenge facing the european commission
260			_aLondon : _bRoutledge, _cSeptember 1997
520	3		_aThe central argument of this article is that the European Commission has consolidated its role as a 'policy entrepreneur' but that it must pay attention also to its role as a 'policy manager'. The Commission's capacity for management is much weaker than its power of initiative because it lacks sizeable bureaucratic resources and largely implements policies through a system of shared administration with the member states. The Commission's financial management reform programme which was launched by President Santer when he took over from President Delors provides the focus of this article. The expansion of the budget and the saliency of fraud underlined the need for the Commission to enhance its management of EU finances. The programme involves reform enhancing the self-regulation of the Commission (internal reform) and the development of administrative partnerships with the member states.
773	0	8	_tJournal of European Public Policy _g4, 3, p. 422-438 _dLondon : Routledge, September 1997 _xISSN 13501763 _w
942			_cS
998			_a20100630 _b1507^b _cDaiane
998			_a20100706 _b1111^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c34782 _d34782
041			_aeng