{'fraction_non_alphanumeric': 0.014964788732394365, 'fraction_numerical': 0.0, 'mean_word_length': 5.932926829268292, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
The Driving Forces of Stability

This article explores the nature of long-term interactions between bureaucrats and interest groups by examining two behavioral logics associated with stability in public policy making. In addition to the implicit short-term strategic choices that usually feature in resource-exchange explanations of interest group access to policy makers, this article shows that bureaucracy–interest group interactions are likely to be dictated by routine behavior and anticipating future consequences as well. By drawing on survey and face-to-face interview data of Dutch senior civil servants and interest groups, the analyses reveal that a practice of regular consultations, the need for political support, and a perceived influential position together explain why bureaucrats maintain interactions with interest groups. The combination of these behavioral logics adds important explanatory leverage to existing resource-exchange explanations and shows that organizational processes as well as long-term strategic considerations should be taken into account to fully explain bureaucracy–interest group interactions.