The internationalization of the European electricity industry: The case of Vattenfall
This article explains how the Swedish state-owned electricity company Vattenfall managed to become the most successful foreign player on the German electricity market. It does so by providing an in-depth historical analysis of Vattenfall's transformation from a national into an international actor, a process that proved long and difficult. The article starts out by identifying the transformation pressures that Vattenfall faced in the late 1980s. It then continues with a detailed analysis of Vattenfall's response to these pressures, culminating in a seemingly sudden wave of major acquisitions in Germany in the period 1999-2002.
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Schumpeter, Joseph A., 1947. "The Creative Response in Economic History," The Journal of Economic History, Cambridge University Press, vol. 7(02), pages 149-159, November.
- Haar, Laura N. & Jones, Trefor, 2008. "Misreading liberalisation and privatisation: The case of the US energy utilities in Europe," Energy Policy, Elsevier, vol. 36(7), pages 2610-2619, July.
When requesting a correction, please mention this item's handle: RePEc:eee:juipol:v:17:y:2009:i:3-4:p:258-266. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Dana Niculescu)
If references are entirely missing, you can add them using this form.