integration studies - sz;chenyi istv;n university

1、INTEGRATION STUDIES WORKING PAPERS SERIES PUBLIE PAR LE CENTRE DE RECHERCHE ETHNOREGIONAL ET LASSOCIATION FORUM BUDAPEST /MTA PTI ETNOREGIONLIS KUTATKZPONT, BUDAPEST FRUM/ Research Centre of Ethno-regional Studies at the Institut for Political Science of the Hungarian Academy of Sciences Budapest, 2

2、001. Research Centre of Ethno-regional Studies at the Institut for Political Science of the Hungarian Academy of Sciences Institute for Political Science Integration Studies ODHIAMBO MOSES MACROECONOMIC POLICY ATTITUDE STRUCTURE AND ENVIRONMENTAL AGRICULTURAL ABILITY OF CEE COUNTRIES No.12. 2 The Re

3、search Centre of Ethno-regional Studies understake an inter-institutional and pluridisciplinary role to play concerned with ethnical and regional issues, and it to publish the results of contemporary research and translations in different series of Working Papers. The publication of this volume was

4、made possible by the Budapest Forum and a grant from OTKA /No. T 029747 s az OTKA No. T 022600/. Eurpai integrcis tanulmnyainkat azzal a cllal adjuk ki, hogy segtsk az j tudomnyos eredmnyek vitit s terjedst, dokumentum- illetve fordts-sorozatunk pedig hinyt ptl tudomnyos anyagokat prbl elrhetv tenni

5、. A publikcik a szerzk vlemnyt tartalmazzk, amelyekrt maguk a szerzk vllalnak felelssget. E dokumentum tbb intzmny egyttmkdsnek eredmnye: CEPFA, a Budapest Frum, az MTA PTI Etnoregionlis Kutatkzpontja s az MTA Politikai Tudomnyok Intzete mkdtt kzre a publikci elksztsben. A tanulmny megjelenst az MTA

6、 Politikai Tudomnyok Intzetnek segtsge tette lehetv. Kiadshoz a Budapest Frum, valamint az OTKA T 029747 s a T 022600 szm kutatsi keret biztost anyagi htteret. ODHIAMBO MOSES - Budapest, 2001. Edited by Mr. A.Gergely Andrs et Lvai Imre Kiadni, msolni csak kiad vagy a szerz rsos engedlyvel s az MTA P

7、olitikai Tudomnyok Intzetnek hozzjrulsval lehet. All rights reserved. This book may not be reproduced, in whole or in part, in any form (except by reviewers for the public press or the scientific institutions) the prior permission writing from the publishers or the author. Key words: Hungary, Centra

8、l and East Europa, European integration network, macroeconomy, international policy, European Union, integration law, French, Dunaszigetkz Area, Kis Balaton area, international trends Trgyszavak: Magyarorszg, Kelet-Eurpa, EU-csatlakozs, krnyezetvdelmi politika, makrogazdasg, nemzetkzi politika, Eurp

9、ai Uni, integrci, Franciaorszg, Szigetkz, Kis- Balaton, nemzetkzi szablyozs ISSN 1419-1466 ISBN 963 9218 60 X Institut for Political Science of the Hungarian Academy of Sciences Budapest, 2001. 3 THE MACRO-ECONOMIC POLICY OF DYNAMIC STRATEGIES, ACTIONS, PERSPECTIVES AND PROBLEMS OF YAOUNDE / LOME CO

10、NVENTIONS AGENDA WITHIN THE EUROPEAN UNION INTEGRATION NETWORKS FROM 1974 TO 2000 INTRODUCTION The historical basis of EU-agreements began in 1957, when an implementing convention covering trade and aid was added to the Treaty of Rome which provided for negotiation by the Community (as opposed to in

11、dividual Member States) with overseas countries and territories (OCTs) of the Member States. A European Development Fund (EDF) of 581 million units of account was set up, to be applied as grants (mainly for infrastructure projects), principally in Francophone Africa. Many former colonies of Communit

12、y Member States became independent in the 1960s, and by 1963 the 18 countries of the Associated African States and Madagascar had negotiated a separate five-year convention with the European Community, with a second EDF of ECU 800 million, including loans as well as grants. The Yaounde Convention th

13、erefore provided for preferential trade agreements, and the establishment of joint institutions at ministerial and parliamentary level. The objectives made therein were not formal; they were made in time for the further negotiations with EU.What was clear, however, was that a fundamental revision of

14、 the Yaounde Agreement, which was recognised as being a key part of the Communitys external policy, was considered necessary by the Commission. The responsibiloity that the Community felt for the African countries within this region dictated that a successor to the Yaounde Agreement would be negotia

15、ted to the coming Agreement of protocols. By 1975, the accession of the UK to the European Community, 20 Commonwealth countries and other independent states 46 in all signed the first Lome Convention (after Lome capital city of Togo) to run for five years. This replaced the Yaounde Convention and se

16、t out the objectives and principles of coordination and cooperation between the Community and the ACP (African, Caribean and Pacific) states, and aimed to promote the economic, cultural, and social development of the ACP states, to consolidate and diversify their relations in a spirit of solidarity

17、and mutual interest. The objectives of the European Cooperation with the developing countries is as follows: -to promote the high quality research required for development and economic development - to help to sustain and improves RTD capacity, including human resources, in developing countries, - t

18、o help retain scientific know-how in Europe in fields of mutual interest and relevant to the problems facing the developing countries, - to take account of the Unions political obligations and of the recommendations of international fora such as the Rio Conference on research in developing countries

19、 with a view to sustainable development. The three key sectors reflecting developing countries major concerns have been identified : -Management of renewal resources (forests, oceans, water, energy, etc.), -Improvement of agricultural and agro-industrial production (livestock farming, agriculture, p

20、roduction, storage and marketing system, etc.), -Public health (control of prevalent diseases, vaccines, health care systems, etc.), -a fourth field covers topics of mutual interest defined jointly on a case by case basis (information and communication technologies, non-nuclear energy, industrial te

21、chnologies, advanced material, etc.). Within each of these priority areas, activities will be targeted as follows :-Based on dialogue between the developing countries and the European Commission, with a view to ensuring a regional approach (1). 4 The rationale of YAOUNDE AGREEMENT study sought to re

22、dress an important gap in attempts to conceptualize the process of European Integration. The impact of European Union (EU) policy-making process, and the influence of the European Union Institutions, on a wider process of European Integration had largely been neglected by integration theorists. In c

23、ontrast, the underlying theme of this project is that to properly understand the dynamics of the EU policy-making process and the crucial role of the YAOUNDE/LOME CONVENTIONS and the European institutions and other interests within the process. Traditional international relations-based approaches to

24、 the study of the European Integration, which have dominated the debate in the field in recent years, have focused largely upon the dominant role of national governments in the integration process and have concentrated on trying to explain Treaty-based landmarks in the process. This analytical focus

25、 has resulted in a neglect of the impact of the day-to-day work of policy-makers, interest groups and bucreaucrats in influencing the conducive environment in which decisions on Treaty formulation and ratification are taken by the heads of state, or government of the member states. This Treaty-based

26、 landmark approach also ignores, and, more importantly, fails to explain,the wide range of policy areas in which the Commission of the European Union (CEU), has succeeded in expanding the scope of EU competence despite national government opposition, with no basis in the founding treaties, or with o

27、nly the most tenuous claim to legal justification. African Integration as an ever OAU closer Union has been stipulated to design an integration predesigned to provoke a convergence in all fields. Divergence has thus been a measure of non-African. However, the concept of diversity announces an aspect

28、 of differences between the African people which have deep historical roots which denote our modes of living ways, ways of thinking, ways of defining problems and solutions and hence, which denote our ways of using new knowledge and new technologies where convergence is not germane to integration. A

29、s the World is sinking in globalisation and omnipresent competition, Africa is experiencing deeper changes in its economic structure, which needs some solid foundations, anchors, or constant moral values in the signing of appropriate Agreements with the European Union Integration Networks. The visio

30、ns of African Future oscillate between the bottom-top concept of cultural education innovation, regional development and a loose conglomerate of regions entangled from ancient tribal hostilites and some flawlessly co-ordinated armruled superstates. While advocates of African diversity use to stress

31、the importance of values and traditions, the proponents of African homogenisation tend to present themselves as the pragmatic realists, involved in the real life dilemmas. Over the last decades of independent states the pragmatics seem to prevail. As Hingel notes: while socio-economic disparities in

32、 the community are images of inequalities and a threat to African construction,diversity (difference based on diverse cultural and historical backgrounds) is an underrated and poorly exploited source of development and progress (2). The current trend of coherent Africa as a continent of regional sys

33、tems is to create a ripe, concrete, socio-economic, political and globalised Africa and in this way to make it well tuned for competition in the emerging global economy. Yet, from the perspective of evolutionary adaptation, this attitude is not so realistic, as usually mantained. On the threshold of

34、 the 21st century the Yaounde Agreement countries had been looking forward perhaps for the first time, to real prospects after gaining independence for development. But at the same time the standing and strength of African government structures in these countries were under severe strain. For sure t

35、he time after independence, was not ripe to slacken the efforts, or downgrade the quality of EUAfrica partnership. The Yaounde Agreement with the European Integration as per the EC Legislation and Agreements affecting the Institutions of African Issue of socio-economic and political Strategic Manage

36、ment Process of Annex I of EC TEXT of Articles 85 and 86 of the EC TREATY Articles 53,54, and 56 of the EEA Agreement and of Articles 2,3 and 4 of 5 PROTOCOL 22 to that Agreement (3). The three major steps in the strategic management are as follows : - Strategy formulation - Implementation - Evaluat

37、ion and Control. In working through these steps the Yaounde Agreement would analyze the internal strengths and weaknesses as well as external opportunities and threats (4). As depicted in figure 1, the strategic management process involves decisions ranging from planning strategy through control of

38、operations.The strategy formulation is decision making that determines the YAOUNDE AGREEMENTs Mission and establishes its objectives and Strategies. Some refer to strategy formulation as planning. Strategy Implementation consists of activities and decisions that are intended to carry out new strateg

39、ies,or support existing strategies.Some refer to strategy Implementation as operational management. Evaluation and Control of the YAOUNDE AGREEMENT involved activities and decisions that keep the socio-economic and political process on track. Evaluation and Control include following up on goal accom

40、plishment and feeding back the results to the decision-makers of the reached YAOUNDE AGREEMENT. Input(Customer-Needs) Strategy FormutationStrategy Implementation Evaluation and Control Output (Customer-Value) Figure 1. Strategic Management Process of Yaounde Agreement. Viewed from a traditional pers

41、pective, in which national governments are considered to be the dominant actors in Union policy-making, a major preoccupation for scholars was, for a considerable period whether or not the YAOUNDE AGREEMENT would finally be ratified by the decision-makers and thus its provisions would ultimately ent

42、er into force. However, different conceptual lenses led analysts to different judgements about what is relevant and important. The Lome Convention set up preferential trade agreements, provided for aid and gave some protection to commodity producers using the STABEX system of balancing compensation

43、for losses, to apply where low world prices or low production caused dramatic fluctuations. The fourth European Development Fund was increased to ECU 3457.8 million. In the planning of YAOUNDE AGREEMENT, the EUROPEAN UNION INTEGRATION in conjuction with the AFRICAN ISSUE AGENDA MANAGERS had to analy

44、ze the conditions in the internal environment of the organization and conditions in the external environment.This analysis of internal strengths and weaknesses and external free market opportunities and threats was so pervasive in strategic planning that it always had its AGREEMENT I; AGREEMENT II a

45、nd its own acronym: SWOT analysis (5). The usual medicine prescribed by thinkers concerned about this situation is :- limit the neo-liberal excesses and harness market forces by strategic planning (6). 1.European Commission Cooperation with third Countries and International Organizations in the fiel

46、 of research and technological development.Fourth framework programme research and development (1994-1998), EUR 16971 EN pp. 13. 2.Hingel A.J. Op. Cit. 3.European Commission Legislation Handbook ( 1998) pp. 567-570. 4.Mintzberg, The Design School Reconstructing the basic premises of strategic manage

47、ment, strategic Management Journal, 11 (March-April 1990): pp. 171-196. 5.Michael J. Stahl (1995) : The total quality in a global management University of Tennessee, Blackwell Buisness Publishers. 6.Kuklinsky A. (1998) : Visions and Dilemmas Op. Cit. 6 2. THE STRATEGIC MANAGEMENT PROCESS OF INITIATI

48、ON OF YAOUNDE AGREEMENT The underlying theme of the initiation of the YAOUNDE AGREEMENT - is that to properly understand the process of EUROPEAN UNION INTEGRATION it is vital to understand the dynamics of the European policy-making process and the crucial role of the European Institutions within the

49、 process. In the internal dynamics of the policy-making process within the European Commission in the two directorates, DGV (Employment, Industrial Relations and Social Affairs) and DGXIII (Tele-communications, Information Industries and Innovation), are explored. It is augued that a vital character

50、istic of the Commissions ability to influence any policy sector is its ability to respond rapidly to any windows of opportunity ripe for EU intervention or, indeed, to facilitate the appearance of these windows. Yet, the means required to achieve thie end, and the degree of success they meet, vary f

51、rom sector to sector. It is argued that the Commission has an important role to play in EU policy-making, and ultimately in the integration process, thus it is vital to develop a detailed understanding of the functioning of its constituent parts, of the interrelationships between them,and of the inf

52、luence of their activities upon the actions of the commission as a whole. During the initiation of YAOUNDE AGREEMENT the primary SWOT analysis issues were two-fold :-Internal strengths and weaknesses, -External opportunities and threats. The previous conditions were parameters, or issues internal to

53、 the Agreement that might have led to a customer benefit, or a competitive advantage. Alternatively, a weakness was a condition, or issue internal to the organization that might have led to negative customer value, or a competitive disadvantage (1). See Table 1. TABLE 1. YAOUNDE AGREEMENT PRIMARY SW

54、OT ANALYSIS ISSUES Internal Strengths and Weaknesses External Opportunities and Threats _ Horizontal systems and processes Customer value trends Social trends Organization Structure Demographic trends Corporate Culture Economic trends Management Technological trends Financial Position Regulatory tre

55、nds Operations Physical trends Marketing Competitive trends Human Resources Research and Development Horizontal systems and processes, a flat organizational structure and a customer orientated corporate culture are obvious internal strengths. These strengths are common to many organizations that are

56、 serious about the integration of total quality management about providing superior value of socio-economic stability of free market to customers as a way to compete globally. These strengths can be constrasted to bureaucratically orientated agreements with tall, narrow organizational structures, ma

57、ny levels of non-value added management,and rigid agreement descriptions. These features discourage people from solving problems, or improving systems outside their immediate agreements. Competent, experienced, flexible negotiators are a definite asset. The EU Integration and African counterpart neg

58、otiators who understand the customers and competitors and who are dedicated to continous improvement, information sharing and involvement in thorough amicable agreement planning and implementing change are undisputable asset (2). There has been a marked shift during the initiation of YAOUNDE AGREEMENT from the traditional emphasis by analysts of national governments as the key actors in EU policy- 7 making towards a broader examination of the relative roles of the various actor