The evolution of the Conservative Party Organisation : renewal and the re-characterisation of local autonomy

This dissertation is concerned with the distribution of power within the Conservative
Party, but specifically how power manifests itself. Following the devastating 1997 defeat,
the party embarked on a programme of organisational change, which brought together the
individual components of the party, underpinned by a written constitution. A more formal
approach to organisation ensued. It was deemed the route to party renewal, in line with
the Labour Party's central command model. As such, it was a direct challenge to the
traditional autonomy enjoyed by the constituency parties. The research thus examines
how the party responded organisationally to defeat and the attendant impact on local
autonomy. The methodology employed is qualitative in nature and takes the bottom-up
perspective. Interviews were conducted with local constituency officers, area officers,
agents and regional officials. These were supported by statistical and documentary data.
Three centrally-orientated themes emerged: the right of political determination, the
development of political capability and the approach to party management. These were
synthesised into a new framework to explain the evolution of the Conservative Party
organisation: the managerial-network model. This recognises the move to greater central
administration and control, but equally to local rights of self-organisation, as local
autonomy is now conceived. Moreover, it incorporates the increasing engagement of
outside supporter networks and expertise at the local level; this is an extension of the
national practice. The model is appraised against the `oligarchy' and `party evolution'
literature. Oligarchy has been strengthened by managerialism, thereby re-enforcing
McKenzie's (1963) argument, but in a wider organisational context. The party evolution
literature was found to be too narrowly focused, as it did not satisfactorily address
organisation. Hence, the managerial-network model builds upon the electoralprofessionalm
odel of Panebianco( 1988), but is more comprehensive and flexible. It also
suggests that the notion of `membership party' is no longer applicable as there is a
noticeable political deficit locally. It has been replaced by a local network in which the
local association is the foundation. This has resulted in the blurring of its boundaries. The
new organisational settlement is a logical and sustainable response to the changing
political environment that the Conservative Party leadership was confronted with, but one
that offers room for further development.