Shaping the European External Action Service and its post-Lisbon crisis management structures:<i>an assessment of the EU High Representatives’ political leadership</i>

Koops, Joachim A.; Tercovich, Giulia

doi:10.1080/09662839.2020.1798410

Cited by 18 publications

(8 citation statements)

References 31 publications

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“…Internally, the EU needs to forge an internal consensus on most external actions not only among heterogeneous member states, in which EU external action is increasingly politicised (Biedenkopf et al, 2021), but also among the array of EU institutions involved in foreign policymaking. Doing so requires effective leadership either by senior institutional actors in the Commission or EEAS or key member states (Amadio Viceré et al 2020; Helwig and Siddi 2020; Koops and Tercovich 2020). Especially in crises, when normal constraints are likely to be relaxed, such informal activities should be crucial.…”

Section: Sustaining Multilateral Institutions: Three Mechanismsmentioning

confidence: 99%

The show must go on: The EU's quest to sustain multilateral institutions since 2016

Schuette

Dijkstra

2023

J of Common Market Studies

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Section: Sustaining Multilateral Institutions: Three Mechanismsmentioning

confidence: 99%

The show must go on: The EU's quest to sustain multilateral institutions since 2016

Schuette

Dijkstra

2023

J of Common Market Studies

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“…This literature focuses often on individuals or individual institutions, for example, Cini (2008) and Tömmel (2013Tömmel ( , 2020 have investigated the European Commission presidents from a leadership perspective. In a similar vein, the presidents of the Council and the European Council have been studied extensively (Bunse, 2009;Dinan, 2013;Tallberg, 2006) as well as the EU High Representatives (Koops & Tercovich, 2020). In a similar vein, research has studied the leadership of institutions, such as the European Central Bank (Verdun, 2017) or the European Parliament (Shackleton, 2017).…”

Section: Ideational and Coercive Political Leadership And The Eumentioning

confidence: 99%

Post-Brexit Leadership in European Finance

Kerckhoven

2021

PaG

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Brexit has far-reaching consequences for Europe and the European single market for financial transactions. In particular in this field, the UK has had a strong influence in drafting European policies and legislation as the City of London has acted as the financial hub in Europe for several decades. As a result, the UK has spearheaded the call for more market friendly legislation with the support of some other EU member states. This went against the wishes of several other EU member states, where a stronger rule-based approach to financial markets was strongly preferred, in particular after the financial crisis clearly demonstrated weaknesses in the macroeconomic oversight of European financial markets. With the UK leaving, the call for more stringent legislation will gain momentum as the political leadership among the remaining 27 EU member states will shift and might be looking to curtail the long-standing dominant position of the UK in the field of financial industries. In this light, several leaders of EU27 member states have already voiced their support for their nations’ financial hub to become the next City of London. This would lead to a substantial change in leadership in European finance post-Brexit. This contribution assesses the impact of Brexit on the changes in political leadership on the governance of European financial markets, as they might ultimately be reflected in the institutional outcomes and policies.

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“…Through an institutional perspective, Koops and Tercovich (2020) recognize that the LT offered new opportunities for the HR/VP. However, they stress that the new HR/VP's post is challenged by significant institutional constrains.…”

Section: The Contribution and Structure Of The Special Issuementioning

confidence: 99%

“…By adopting a comparative approach, we assess the two post-Lisbon HR/VPs from three main perspectives. Through an institutional perspective, we examine the HR/VP's role in the institutionalization of EU crisis management (Koops and Tercovich 2020) and in devising EU public diplomacy via social media (Aggestam and Hedling 2020). Through a geographical perspective, we then investigate the HR/VP's role in the nuclear negotiations with Iran (Bassiri Tabrizi and Kienzle 2020), in EU foreign policy towards Kosovo and Ukraine (Amadio Viceré 2020), and in EU's relations in the Southern Mediterranean (Bremberg 2020).…”

Section: Introductionmentioning

confidence: 99%