A Reality Check and Clearing House
Public critique of the European Commission’s work with expert groups often not only centers around its insulated character, but also around the dominance of ‘big business’, with the Commission’s Directorate-General for Enterprise and Industry being in the firing line (e.g., ALTEREU, 2013). Interestingly, however, DG Enterprise’s work with the expert group discussed in this chapter proves quite the contrary. So far, this book has examined two expert groups in depth that portrayed the Commission’s work with expert groups perhaps not exclusively as technocratic, but, for sure, as an elite project. Expert group participants had been recruited from Europe’s top hierarchy of academia and industry, which could meet confidentially with the Commission and debate future policies for European citizens. This chapter discusses an expert group that was designed quite differently. DG Enterprise had created the EPG that included full-time practitioners in order to establish better links to ‘the man on the street’ and to be informed about the opinion of a particular group of citizens. Thus, this case study also challenges the idea that the Commission’s work with expert groups is exclusively expertise-driven.
KeywordsEuropean Commission Expert Group Policy Process Lisbon Strategy Innovation Framework
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