The impact of Juncker's reorganization of the European Commission on the internal policy‐making process: Evidence from the Energy Union project
本文通过能源联盟立法案例，论证容克重组使欧盟委员会决策更趋自上而下，加强了主席的集中领导，并基于对欧盟政策制定者的访谈揭示了副总统和秘书处的过滤功能及项目团队的作用。
Using illustrations from Energy Union‐related legislative initiatives, this article argues that organizational reforms have led to a more top‐down approach in the steering of the European Commission, allowing Commission President Juncker a more centralized internal leadership than his predecessor Barroso. Interviews with EU policy‐makers revealed two main findings. First, the new filter functions of the seven Vice‐Presidents and the Secretariat‐General have contributed to a more top‐down policy formulation process. Second, horizontal coordination has been improved by the implementation of project teams, and by the abolition of a separate Commissioner for Climate Action. Consequently, the level of ambition of the Commission's policy agenda now depends more than in the past on the Commission President's priorities.