The European Union and the Council of Europe by Marina Kolb (auth.)

By Marina Kolb (auth.)

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This theoretical perspective implies that interorganizational coordination takes place in order to lower the transaction costs of unconcerted actions between independent partners. Moreover, transaction cost theory provides explanations for the different forms of interorganizational coordination structures (Alexander 1995: 12–4). Interorganizational Relations – A Framework for Analysis 21 This book argues that the aforementioned resource dependency approaches offer one explanation as to why IOs begin to engage in relations with one another in the first place (the counterargument being that IOs avoid cooperation with one another as it limits their autonomy and increases their dependency).

The dependent variable, the IOR, can be best displayed as a continuum ranging from cooperation to conflict. On an abstract level, this research understands cooperation (in its highest value) as a ‘joint action by two or more parties for mutual benefit’ (Bish 1978: 22). As distinct from cooperation, coordination, which is seen as ‘the extent to which organizations attempt to ensure that their activities take into account those of other organizations’ (Hall et al. 1977: 459), can therefore be understood as an essential pre-stage to or an integral part of cooperation.

The policy cases offer an interesting variance across policy field (JHA and social policy), and across time. The policy issues under analysis include data protection, fight against terrorism, and fight against the Roma discrimination. It would be a massive incursion into the core competences of the COE if the EU were successful in capturing the standard-setting tasks in these policy issues. By analyzing these policy issues, this study assesses whether the fear of marginalization of the COE is justified.

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