The ‘Mitrailleuse Effect’: The EEAS as an Interstitial Organization and the Dynamics of Innovation in Diplomacy

Abstract This article argues that the E uropean E xternal A ction S ervice ( EEAS ) could be conceptualized as an interstitial organization – that is, an organization emerging in interstices between various organizational fields and recombining physical, informational, financial, legal and legitimacy resources stemming from organizations belonging to these different organizational fields. This interstitial status creates a situation in which there are different and sometimes conflicting organizational principles and practices introduced within the organization of the EEAS and different and sometimes conflicting sets of expectations in relation to the Service from actors within the organization as well as from outside. Based on empirical data collected in interviews with EEAS officials and study of official documents in 2011 and 2012, the article documents the interstitial nature of the EEAS . In broader terms, the emergence of the EEAS hence provides a fertile ground for studying patterns of institutional innovation in organizational fields via the establishment of interstitial organizations.