2013
DOI: 10.1080/09654313.2013.782387
|View full text |Cite
|
Sign up to set email alerts
|

Is Europe 2020 Set to Fail? The Cultural Political Economy of the EU Grand Strategies

Abstract: The European Union (EU) has been continuously rethinking its global position amidst emerging economic and geopolitical challenges and attempting to formulate strategies to increase its competitiveness. However, its long-standing policy implementation deficit is also recognized for its grand strategies, including the initially ambitious Lisbon Strategy. Is Europe 2020 set to fail as well? In this paper, we are arguing that strategic steering is essentially a discursive practice influenced by both semiotic and e… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

0
11
0

Year Published

2016
2016
2023
2023

Publication Types

Select...
7
1

Relationship

0
8

Authors

Journals

citations
Cited by 18 publications
(11 citation statements)
references
References 33 publications
0
11
0
Order By: Relevance
“…The Lisbon Strategy, from the substantive perspective, was not a new initiative, as before there had been attempts to introduce various processes in order to recover and reorganise the functioning of the EU. However, its versatility and realisation of comprehensive and integrated attitude to the socio-economic and environmental problems by retaining the principle of subsidiary was innovative (Dearden 2008 ; Makarovic et al 2014 ). The Lisbon Strategy objective was to create the EU’s economy based on knowledge by Lisbon Strategy ( 2002 ): creating an information society, creating a European area for research and innovation, creating an environment favourable for developing the innovative entrepreneurships (especially small and medium enterprises), integrating financial markets, coordinating macroeconomic policies, fiscal consolidation, quality and sustainability of public finances.…”
Section: The Europe Strategy: Theoretical Backgroundmentioning
confidence: 99%
“…The Lisbon Strategy, from the substantive perspective, was not a new initiative, as before there had been attempts to introduce various processes in order to recover and reorganise the functioning of the EU. However, its versatility and realisation of comprehensive and integrated attitude to the socio-economic and environmental problems by retaining the principle of subsidiary was innovative (Dearden 2008 ; Makarovic et al 2014 ). The Lisbon Strategy objective was to create the EU’s economy based on knowledge by Lisbon Strategy ( 2002 ): creating an information society, creating a European area for research and innovation, creating an environment favourable for developing the innovative entrepreneurships (especially small and medium enterprises), integrating financial markets, coordinating macroeconomic policies, fiscal consolidation, quality and sustainability of public finances.…”
Section: The Europe Strategy: Theoretical Backgroundmentioning
confidence: 99%
“…(Eurostat, 2017: 8) Europe 2020 is soon to be concluded after a decade of embedded initiatives and flagships for European governance to be implemented. There Tusińska, 2016;Makarovič et al, 2014;Gros and Roth, 2012;Prijon, 2012;Borghetto and Franchino, 2010). Many other scholars have provided different forecasts pointing out more or less progress to be expected on R&D, employment, education, climate, poverty reduction and so on (see Gros and Roth, 2012: 2-4).…”
Section: Digital Societymentioning
confidence: 99%
“…Generally speaking, the negative effects of neoliberal policies have since long contributed the focus on social quality aspects of development (Fairweather et al 2001) and related approaches, including social entrepreneurship, which is spreading at a rapid pace in the entire Europe. Taking mediocre implementation record of the EU grand strategies into account (Makarovič et al 2014), it can play important role in implementation of the recent Europe 2020. The social economy offers new possibilities for the innovative employment of vulnerable target groups aiming to enable companies of this kind to independently generate revenue and survive (Trampuš, Cankar and Setnikar Cankar 2013).…”
Section: The Revival Of the Social Enterprise Sectormentioning
confidence: 99%