Book Reviews

Four years after its formal establishment, the European External Action Service (EEAS) remains in a state of complex and overlapping areas of competence. There are interlocking layers of political and administrative governance, where the service has to interact with, and answer to, different national and intergovernmental political masters as well as supranational actors, notably the European Commission and the European Parliament. The formal political decision-making power with regard to the EU’s common foreign and security policy lies with the Council, whilst substantial competences, notably in the field of the European Neighbourhood (ENP) and trade policies, as well as development and cooperation, remain under the control of the European Commission. The EEAS’s autonomy and institutional orientation are both much debated and empirically unexplored. Based on quantitative and qualitative data, this article undertakes a behavioural analysis of EEAS decision-making. Empirical findings suggest that there are competing institutional logics at work among different groups of staff which affect their respective administrative decisional behaviour. Supranational recruits tend to be more community-minded, whereas officials with an intergovernmental background have a propensity to be more member state oriented.