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By J. Greenwood

Key practitioners who paintings in and with european enterprise institutions come including prime coverage makers from the ecu associations and learn teachers to investigate switch elements for the institutions and their position in ecu coverage making and implementation. individuals contain the pinnacle of the workforce accountable for the european White Paper on Governance, the Chair of the united kingdom CBI exchange organization discussion board, the Chair of the united kingdom Political experiences organization, and the longest serving Secretary basic of UNICE.

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By J. Greenwood

Key practitioners who paintings in and with european enterprise institutions come including prime coverage makers from the ecu associations and learn teachers to investigate switch elements for the institutions and their position in ecu coverage making and implementation. individuals contain the pinnacle of the workforce accountable for the european White Paper on Governance, the Chair of the united kingdom CBI exchange organization discussion board, the Chair of the united kingdom Political experiences organization, and the longest serving Secretary basic of UNICE.

Show description

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Whilst EU business interest associations are not in the forefront of responding to this agenda (specialist organisations such as Corporate Social Responsibility Europe are), the wider issue is now on their agenda as a change agent. Trust Trust is the third concept from David Wright’s list highlighted in this opening chapter. In an analytic sense, it is also an increasingly fashionable concept, and one that is borrowed from the Economics literature. In mainstream public policy debate, its linkages include those to that of transparency, in that calls for greater transparency from public democratic institutions are partly based on the (somewhat debatable3) premise that this would be a mechanism of assuring trust in them.

Companies are in the business of buying, transforming and selling goods in markets at prices covering their cost (‘private goods’). But there is also a demand for goods, which cannot be bought and sold on the market at cost covering prices, as, for example, favourable legislation (‘public goods’), because ‘free riding’ is possible. Therefore, public goods are not available on the market place. If public goods are to be produced, they have to be financed by contributions given by the interested parties constituting an interest group (association).

Secretaries General should make full use of the President’s political stature and influence to propagate the association’s views. They should organise frequent meetings for the President with top officials, politicians and opinion formers. If offered a prestigious platform, Secretaries General should first offer it to their President and never appear to be stealing the President’s limelight (p. 164). The motivation of the Secretary General, he emphasises, has to be dawn from factors other than pay, and among these he identifies factors such as European integration, the politics of business, and ‘the challenge of achieving the impossible’ (p.

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