Resilience of the Silo Organizational Structure in the European Commission

This article investigates whether the organizational reforms that President Jean-Claude Juncker introduced strengthened Commission's political role, enhanced co-ordination among Directorates General and affected policy governance with respect to circular economy. Drawing on theory, demonstrates how Juncker's empowered leadership by centralization of powers close monitoring DGs' work. The inter-institutional interactions DGs formally increased, especially information clarification allocation competences resources. However, top-down undermined services' entrepreneurial role in innovation. In response, individual demonstrated resistance resilience these reforms. attributes this DG's distinctive administrative capacity, practices, culture ‘logic portfolio’, reinvigorated silo structure Commission intensified inter-DG competition.