David Lal

Wind Energy Policy, Planning and Management Practice in the UK: Hot Air or a Gathering Storm?

Strachan P. A. and Lal D. (2004) Wind energy policy, planning and management practice in the UK: hot air or a gathering storm?, Reg. Studies 38, 551–571. This paper is set within the context of the growing international wind energy industrial sector. The central focus is concerned with evaluating the UK Government and Scottish Executive’s renewable energy strategies, which to date have culminated in a distinct lean towards onshore wind energy expansion. Our interest in this area stems from the international debate on wind power which is now gaining momentum as a result of global and European climate management initiatives, and in particular from the fact that there has been much public opposition to new wind farm developments in the UK. The British experience differs to that in Denmark, and appears more akin to that of the Swedish experience, with the UK presenting an interesting case of the difficulties associated with implementing a ‘renewables’ strategy based on wind energy. The research focus in this paper is different to that mostly favoured in the international wind energy literature which typical focuses on the science and technology of wind farms or on providing an evaluation of technology-push and demand-pull public policies. Drawing on a thorough review of EU and UK governmental documents, the international wind energy literature, press reports, and recent empirical research undertaken in Scotland, our research considers the social impacts, including the public and perceived environmental impacts, of wind farm developments. Our principal research findings indicate that the UK Government and Scottish Executive are now facing a storm of protest from anti wind farm campaigners, and the extent of this opposition is now damaging the efficacy of the UK’s national renewables wind energy strategy. Clearly, this should be of concern to both the UK Government and Scottish Executive and, drawing on international experience from other countries, we conclude with strong policy recommendations towards the enhancement, the exploitation and the acceptance of wind energy in the UK. Areas for future research are also outlined.

Restructuring in European telecommunications: modelling the evolving market

The past 20 years have seen the worldwide telecommunications industry transformed from predominantly dormant, country‐centred, government‐run agencies, to increasingly competitive, innovative and market‐led organisations. Much of the will to change has stemmed from the visionary market liberalisation and deregulation policies of the US and UK governments. Indeed, such determined change has brought with it creative and vibrant strategic positioning and repositioning of firms within the evolving global telecommunications marketplace. As a result, in pushing forward the frontiers of knowledge within this rapidly changing environment, the main focus of this study examines and analyses secondary literature and considers the key dynamic factors driving structural change within the European telecommunications market. To this end, a theoretical model of their respective impact on market structure is generated.

A review of financial and regulatory reforms in the gilt‐edged market

Purpose – Aims to examine and evaluate the financial and regulatory reforms in the gilt-edged market. Design/methodology/approach – Reviews recent financial and regulatory reforms in the gilt-edged market. Findings – Finds that, overall, the gilts market has maintained its safe haven status during periods of both stability and uncertainty. Originality/value – In its examination of the gilt-edged market, this paper concludes that recent reforms have been very successful in maintaining its competitiveness.

Understanding strategising in the telecommunications industry: lessons for global telecoms firms

This study considers the key determinants of environmental change and its associated consequences on strategic decision-making and strategising at the UK incumbent BT (British Telecommunications Plc),1 since UK telecommunications privatisation in 1984. With this in mind, the issue of strategising has become an important theme in the strategic management literature but is an under-researched area, particularly within the telecommunications sector. A case study approach was adopted, with face-to-face interviews carried out with senior executives. Semi-structured questionnaire checklists were used and content analysis was applied to the data set. Results alluded to the nature of both strategic evolution and the processes involved in strategising occurring at the incumbent telecoms provider, through the presentation and analysis of empirical data that has been unexplored – until now. Findings further our understanding of corporate level managerial decision-making, which will be of interest to both academics and practitioners.

Globalising telecommunications: the case of British Telecommunications PLC

The global telecommunications marketplace has witnessed considerable and unprecedented changes in the past twenty‐five years, so much so, that comparative recognition of most telecommunications fixed‐link network operators is impossible. Consequently, industry structures, market specific structures and the internal operation of incumbent firms have been transformed by visionary strategic directional changes. Demonstrably, the impact of national strategic intentions have identified clear shifts away from predominantly monopolistic – high bureaucratic, labour‐intensive and government‐run service providers, towards distinct deregulated markets – supporting increasingly competitive, innovative and market‐led organisations. With this in mind, this study considers the nature of organisational strategic evolution and its associated consequences on the UK incumbent BT, since UK telecommunications privatisation. A case study approach waqs adopted, with face‐to‐face interviews being carried‐out with senior executives, using semi‐structured questionnaire checklists. Content analysis was applied to the data set and results alluded to the nature of both strategic evolution and the emerging strategic focus occurring within the firm. Against the is backdrop, BT was seen to evolve from a dormant, fat, inward‐looking and inefficient organisation, towards a more dynamic, forward thinking, creative and global organisation. A conceptual model partraying the impact of strategic change on transforming the business focus of BT is developed.