Deregulation in electricity: understanding strategic and regulatory risk

E R Larsen and D W Bunn ()
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E R Larsen: City University Business School
D W Bunn: London Business School

Journal of the Operational Research Society, 1999, vol. 50, issue 4, 337-344

Abstract: Abstract This paper is motivated by our experiences since 1990 with developing system simulation models to help UK companies in the restructured electricity industry understand the radically different market within which they must become competitive. When public utilities such as electricity have been restructured, deregulated and/or privatised, the process has often been associated with a major change in the competitive environment. As a consequence, the strategic and regulatory uncertainties ahead for these companies are unprecedented. In such a market there has been no historical evolution and all the participants including the regulatory institutions have very little understanding of how it will operate in the short term and evolve in the future. In this situation, the use of system dynamic models appears to offer an attractive way of gaining insights into how aspects of the competitive market might evolve. In the absence of real experience and relevant analogies, learning from models assumes a key role. Such models cannot be validated empirically, but can be developed to represent how the system is designed to operate. From such a prototypical basis, sensitivity analysis can generate insights on the strategic opportunities created by failings in the market design, or its potential instability to shocks and market imperfections.

Keywords: electricity; privatisation; system dynamics; competition (search for similar items in EconPapers)
Date: 1999
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DOI: 10.1057/palgrave.jors.2600695

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