Development of strategic behaviour of European energy incumbents in response to European gas industry change : a theoretical and empirical investigation / vorgelegt von Kirsten Meyer. 2013
Inhalt
- Vorwort
- Overview
- Content
- List of figures
- List of tables
- List of abbreviations
- CHAPTER I INTRODUCTION
- CHAPTER II CHARACTERISTICS of the TRADITIONAL GAS INDUSTRY
- 2.1 Fundamentals of Natural Gas
- 2.2 Characteristics of the Natural Gas Industry
- 2.2.1 Activities constituting the Industry Value-Chain
- 2.2.2 Actors engaged along the Industry Value-Chain
- 2.3 Traditional Structure of the European Gas Industry
- 2.3.1 Monopolistic and Demarcated Areas closed to Third Parties
- 2.3.2 Increasing Dependence on Natural Gas Imports
- 2.3.3 Environmental-Ecological124F Concerns
- 2.4 Shortcomings of the Traditional European Gas Industry Structure – Contradicting the Goals of European Energy Policy
- CHAPTER III ELEMENTAL CHANGE of the EUROPEAN GAS INDUSTRY
- 3.1 European Energy Policy Changes
- 3.1.1 The Liberalisation Process – Introducing Competition and Enhancing Security of Supply
- 3.1.2 The ‘Greening Process’ - Towards an Environmentally Friendly and Sustainable Energy System
- 3.1.3 Assessing European Energy Policy Change – A Complex and Interrelated Process
- 3.2 Changes in the European Gas Market Structure
- 3.2.1 Changes along the Industry Value-Chain
- 3.2.1.1 Development of Consumption Patterns
- 3.2.1.2 Development of Production and Sourcing Patterns
- 3.2.1.3 Analysis of Midstream Activities
- 3.2.2 Changes in the Competitive Situation
- 3.3 Implications of Change for the Behaviour of Incumbents active in the European Gas Industry
- CHAPTER IV ESTABLISHING a THEORETICAL FRAMEWORK
- 4.1 Fundamentals of Organisational Behaviour in Response to Environmental Change
- 4.2 Business Perspective on Organisational Behaviour in Response to Environmental Change
- 4.2.1 Theoretical Background
- 4.2.2 The Organisational Environment from a Business Perspective
- 4.2.3 Drivers and Organisational Goals from a Business Perspective
- 4.2.4 Business Perspective on Organisational Behaviour in Response to Environmental Change
- 4.3 Institutional Perspective on Organisational Behaviour in Response to Environmental Change
- 4.3.1 Theoretical Background
- 4.3.2 The Organisational Environment from an Institutional Perspective
- 4.3.3 Drivers and Organisational Goals from an Institutional Perspective
- 4.3.4 Institutional Perspective on Organisational Behaviour in Response to Environmental Change
- 4.4 Applicability of the Business and the Institutional Perspective as a Framework for Analysis
- 4.5 Complementary Perspective – An Internal View to explain Organisational Behaviour in Response to Environmental Change
- 4.6 Conclusion – Requiring an Integrated Explanatory Framework
- CHAPTER V DEVELOPING AN INTEGRATED MODEL FOR EMPIRICAL ANALYSIS
- 5.1 Reviewing Relevant Literature
- 5.1.1 Status of Empirical Industry Studies
- 5.1.1.1 Insights from Research on European Gas Markets
- 5.1.1.2 Insights from Research on the Energy Industry
- 5.1.2 Status of Theoretical Research
- 5.1.3 Conclusion – Building on Findings from Literature Review to develop an Integrated Model
- 5.2 Developing an Integrated Model
- 5.2.1 Model Framework
- 5.2.2 Classification of Organisational Behaviour in Response to Environmental Change over Time
- 5.2.2.1 Strategic Continuum of Organisational Behaviour from a Business Perspective
- 5.2.2.2 Strategic Continuum of Organisational Behaviour from an Institutional Perspective
- 5.2.3 Deriving Stylised Development Paths illustrating Organisational Behaviour in Response to Environmental Change over Time from an Integrated Perspective
- 5.3 Summary and Conclusion – Applicability of the Model for Analysing Incumbents’ Behaviour in Response to European Gas Industry Change
- CHAPTER VI METHODOLOGICAL APPROACH
- 6.1 Deriving the Research Instrument
- 6.2 Qualitative Case Study Research
- 6.3 Process of Conducting Qualitative Case Study Research
- CHAPTER VII EMPIRICAL STUDY – INTRA-CASE ANALYSIS
- 7.1 ENI
- 7.1.1 Introduction
- 7.1.2 Analysis of Development from a Business Perspective
- 7.1.3 Analysis of Development from an Institutional Perspective
- 7.1.4 Analysis of Development from an Integrated Perspective
- 7.2 E.ON
- 7.2.1 Introduction
- 7.2.2 Analysis of Development from a Business Perspective
- 7.2.3 Analysis of Development from an Institutional Perspective
- 7.2.4 Analysis of Development from an Integrated Perspective
- 7.3 GdF
- 7.3.1 Introduction
- 7.3.2 Analysis of Development from a Business Perspective
- 7.3.3 Analysis of Development from an Institutional Perspective
- 7.3.4 Analysis of Development from an Integrated Perspective
- 7.4 RWE
- CHAPTER VIII COMPARING FINDINGS, DETERMINING EXPLANATIONS and VALIDATING RESULTS
- 8.1 Inter-Case Analysis – Commonalities and Differences
- 8.1.1 Incumbents’ Development Paths
- 8.1.2 Incumbents’ Business Behaviour
- 8.1.3 Incumbents’ Institutional Behaviour
- 8.1.4 Incumbents’ Integrated Behaviour
- 8.2 Explanatory Discussion of Case Findings – Determining Drivers of Development
- 8.2.1 Business Environmental Drivers
- 8.2.1.1 Supply and Demand Situation
- 8.2.1.2 Incumbents’ Market Power
- 8.2.1.3 Degree of Rivalry
- 8.2.1.4 New Entrants
- 8.2.2 Institutional Environmental Drivers
- 8.2.3 Internal Environment – Organisational Drivers
- 8.3 Performance Appraisal – Determining Success of Incumbents’ Development Paths
- 8.4 Industry Review – Validating Findings
- 8.4.1 Evaluation against Industry Developments between 1998-2008
- 8.4.1.1 Results from a Business Perspective – Confirming Findings
- 8.4.1.2 Results from an Institutional Perspective – Confirming Findings
- 8.4.1.3 Results from an Integrated Perspective – Confirming Research Approach
- 8.4.2 Evaluation against Findings from Secondary Literature and Current Research
- CHAPTER IX CONCLUSION
- 9.1 Findings and Contributions of Study
- 9.2 Limitations of Study and Implications for Future Research
- 9.3 Final Word
- References