Purpose: This paper seeks to improve upon lobby theory by learning from a failed lobby campaign in which the lobbyist managed to annoy and anger key constituencies. Design/methodology/approach: A qualitative case study was conducted on attempts made by the Norwegian oil industry in 2002-2004 to achieve a tax amendment. Qualitative interviews were carried out with oil industry representatives, two former ministers, political advisors, and members of parliament, and with journalists who had followed the campaign. Findings: The main argument being put forward in this paper is that lobbyists should use insights from stakeholder theory. Research limitations/implications: This is a single-case study and it is difficult to generalise its findings. This invites more research. Practical implications: Combining lobby theory with an approach suggested by stakeholder theory might temper single-minded advocacy that is too preoccupied with getting immediate political results, and help organizations to remember that it is important to develop good long-term relations with stakeholders.
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