Party organisation and party competitiveness: The case of the Austrian People's Party, 1945–1992

Abstract. This article links party organisation to party performance, examining their relationship over almost half a century in an in-depth case study of the Austrian People's Party (ÖVP). It proceeds from the assumption that party organisation does matter for party performance, at least indirectly, and that the adaptation of the party organisation to a changing environment is, in the long run, the only viable strategy for party goal achievement. While the ÖVP's environment was subject to important changes, all of which worked against the party, it has failed to adapt to them. This, in turn, has reduced the competitiveness of the ÖVP. Consequently its record in achieving most of its party goals has been rather poor since 1970. The reconstruction of the intra-party discussions reveals that the party leadership had access to analyses identifying the structural weaknesses of the party organisation since the late 1950s. The ÖVP's failure to adapt is explained by using the 'nested games' approach of Tsebelis (1990). In order to enhance the understanding of organisational dynamics of parties in a more general sense, the case of the ÖVP is related to the work of Panebianco (1988) and Janda (1990).