When lobbying backfires: balancing lobby efforts with insights from stakeholder theory

Abstract

Purpose

The purpose of this paper is to improve upon lobby theory by learning from a failed lobby campaign in which the lobbyist managed to annoy and anger key constituencies.

Design/methodology/approach

The paper is a qualitative case study, conducted on attempts made by the Norwegian oil industry in 2002‐2004 to achieve a tax amendment. Qualitative interviews were carried out with oil industry representatives, two former ministers, political advisers, and members of parliament, and with journalists who had followed the campaign.

Findings

The main argument being put forward in this paper is that lobbyists should use insights from stakeholder theory.

Research limitations/implications

The paper is a single‐case study and it is difficult to generalise its findings. This invites more research.

Practical implications

The paper combines lobby theory with an approach suggested by stakeholder theory which might temper single‐minded advocacy that is too preoccupied with getting immediate political results, and help organizations to remember that it is important to develop good long‐term relations with stakeholders.

Originality/value

The paper has potential to improve lobby theory and efforts.

Citation

Ihlen, Ø. and Berntzen, Ø. (2007), "When lobbying backfires: balancing lobby efforts with insights from stakeholder theory", Journal of Communication Management, Vol. 11 No. 3, pp. 235-246. https://doi.org/10.1108/13632540710780229