The dynamics of business interest groups in the aftermath of the global financial crisis

The global financial crisis has notably caused a general loss of confidence in both the financial and the economic sector. This resulted in a re-examination of the business sector as a whole and its lobbying activity. As a consequence, several scholars investigated the impact that the financial crisis had on the strategies implemented by business interest groups along with their coalition dynamics. The literature indicates indeed that business interest groups not only vary their strategy, but also their coalitions do not necessarily remain stable after economic crises. However, the assessment of interest groups’ dynamics remains a highly debated issue that still needs to be further investigated considering their important role within the decision-making process of most contemporary democracies. This article provides therefore a detailed description of shifts in coalition and strategy that have characterized business interest groups in the aftermath of the global financial crisis. I will drive my attention on the Swiss case. Empirically, I will conduct a series of semi-structured, retrospective interviews with MPs, business interest groups, experts and the public administration. By doing so, I strive to obtain a better understanding of the changes that business interest groups have made in the wake of the crisis. The findings will contribute to both theories on issue salience and on lobbying activities.