Lobbying the state or the market? A framework to study civil society organizations’ strategic behavior

Abstract

AbstractThis article lays out a framework for the conditions under which a civil society organization lobbies the state and when it turns to the market. This strategic choice cannot be understood solely from within current frameworks of lobbying strategies; insights from interest group studies must be complemented with the social movement literature's understanding of market‐based strategies. We build an overarching framework by extending the inside and outside lobbying dichotomy to include strategies that target the market. We also argue that it is crucial to understand the relations between both lobbying venues, as their relative power affects the choice not only between inside or outside lobbying, but also between the state or the market. The result is a richer framework more suited to capture the breadth of contemporary civil society organization lobbying behavior and, more importantly, to facilitate the comparative assessment of different strategic choices in future empirical research.