Titlebook: Electricity Market Reform in Norway; Eivind Magnus (Partner and Director),Atle Midttun Book 2000 Palgrave Macmillan, a division of Macmil

小客車

書目名稱Electricity Market Reform in Norway影響因子(影響力)




書目名稱Electricity Market Reform in Norway影響因子(影響力)學(xué)科排名




書目名稱Electricity Market Reform in Norway網(wǎng)絡(luò)公開度




書目名稱Electricity Market Reform in Norway網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Electricity Market Reform in Norway被引頻次




書目名稱Electricity Market Reform in Norway被引頻次學(xué)科排名




書目名稱Electricity Market Reform in Norway年度引用




書目名稱Electricity Market Reform in Norway年度引用學(xué)科排名




書目名稱Electricity Market Reform in Norway讀者反饋




書目名稱Electricity Market Reform in Norway讀者反饋學(xué)科排名

Ligament

冥界三河

From Public Service to Market Competition: Norwegian Utilities’ Adaptation to Market Reformes in their adaptation to market reform. Faced with market demands for efficiency and competitive prices, yet with political stakeholders still in an ownership position, many utilities have experienced strong tensions between commercial and political forces. These tensions have not been lessened by

ARC

Competition and Market Power analysis is based primarily on non-co-operative cartel theory involving the use of standard game-theoretical models, with references to more complex extensions of the standard models and computerised simulations based on such models. The more complex models are needed for the discussion of the impl

通情達(dá)理

抗生素

Incentives for Efficiency in Grid Operationscent of total capital investments, and represent a major share of operating costs. As these are natural monopolies, the challenge is how to avoid the abuse of monopoly power. Internationally, there are two main traditions for regulating natural monopolies such as electricity transportation. One is s

抗生素

Efficiency and Cost in Distribution Companieserated by Norwegian utilities. As a consequence of the new regulatory principles, utilities must now make a clear administrative and operative distinction between network activities and those activities which are exposed to competition, by keeping separate accounts for their various activities. Util

眼界

Owner Attitudes and Public-company Behaviour in a Restructured Electricity Sectorpalities or county authorities. Before the market reform, these companies regarded themselves as public service entities responsible for providing the communities with long-term stable electricity supplies. Normally, they were organised as an integrated part of the local administration. The economic

Crater

Structure and Strategy in the Nordic Power Marketmodelled on the UK and the liberal EU initiatives. With the recent liberalisation of Sweden and Finland, in addition to the early market reform in Norway, the Nordic countries (with Denmark gradually attached in a semi-liberal position) now constitute an internal free trade market. The three Nordic

有組織

gian and British model both had their distinct features: the British was based on privatisation, structural change and gradual opening up of the market. The Norwegian model did not change ownership or structure, but relied heavily on a radical opening of the market way down to household consumers. T