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The internationalization of the European electricity industry: The case of Vattenfall

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  • Högselius, Per

Abstract

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.

Suggested Citation

  • Högselius, Per, 2009. "The internationalization of the European electricity industry: The case of Vattenfall," Utilities Policy, Elsevier, vol. 17(3-4), pages 258-266, September.
    • Handle: RePEc:eee:juipol:v:17:y:2009:i:3-4:p:258-266
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    References listed on IDEAS

    as
    1. del Sol, Patricio, 2002. "Responses to electricity liberalization: the regional strategy of a Chilean generator," Energy Policy, Elsevier, vol. 30(5), pages 437-446, April.
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    3. 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.
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