Document Type

Theses, Ph.D


Available under a Creative Commons Attribution Non-Commercial Share Alike 4.0 International Licence



Publication Details

Successfully submitted for the award of Doctor of Philosophy (Ph.D) to the Technological University Dublin, November, 2010.


Ireland’s economic rollercoaster, going from one of western Europe’s poorest countries to one of its wealthiest during the late 1990s and early 2000s, to being bailed-out in 2010 by the EU and IMF, has attracted much international attention. But beneath this story of bust to boom to bust lies an interesting case study of how a small peripheral state attempted to develop an indigenous internationally competitive sector. This study argues that over the
period the state refined its ‘strategic future grabbing’ policymaking process. This flexible, fast reacting, non-bureaucratic policymaking system was informed by the small agile state’s American-leaning intelligence gathering network and input from private sector consultants. This research had unprecedented access to the state’s enterprise policymaking
documentation. This access fed into the principal research method - a case study of the Irish state’s policymaking process aimed at developing its indigenous interactive media industry between 1994 and 2004. The majority of indigenous interactive media companies failed. However, those that survived were successful enough to ensure that by the end of this period, Dublin, its capital, had become one of the world’s largest producers for export of interactive educational media produced by indigenous companies. The interaction of the indigenous interactive media industry with the policymaking process is also examined. This policymaking process is placed in the context of previous Irish policymaking towards indigenous enterprise development.