Croatia’s EU Accession : Case Studies on Reform and the Transposition of the Community Acquis
Croatia, a founding member of the former Republic of Yugoslavia and a current member of the European Union (EU), is a high-income country in Europe and Central Asia. Given that high quality financial reporting promotes good corporate governance, re...
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| Format: | Report |
| Language: | English |
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World Bank, Vienna
2018
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| Online Access: | http://documents.worldbank.org/curated/en/169091534749782534/Croatia-s-EU-Accession-Case-Studies-on-Reform-and-the-Transposition-of-the-Community-Acquis http://hdl.handle.net/10986/30308 |
| Summary: | Croatia, a founding member of the former
Republic of Yugoslavia and a current member of the European
Union (EU), is a high-income country in Europe and Central
Asia. Given that high quality financial reporting promotes
good corporate governance, reduces uncertainty and risk, can
help to lower the cost of capital, and boosts investor
confidence, it will play a critical role in the country’s
strategy to champion private sector led growth for economic
development. Croatia’s preparation to join the EU required
reform of its corporate financial reporting framework and
practices, among other things, and laid the foundation for
enhanced financial reporting and increased transparency.
Although the country’s accession to the EU on July 1, 2013
was a single historical point in time, it encapsulated years
of transformation of the statutory and institutional
framework in every aspect of the economic, social, and
political spheres of the country. The purpose of this
report, which focuses on Croatia’s adoption and
implementation of the corporate financial reporting aspects
of the acquis’, company law, is to enhance understanding of
how successful transitions work in practice, that is, what
makes some reforms succeed where others fail. It attempts to
answer questions such as: what happens when countries adopt
international standards; what issues arise when one tries to
merge differing legal traditions; how to achieve reform when
there are capacity constraints and key implementing
institutions are missing; what are the different strategies
that can be used during various phases of a reform process;
and, more generally, what factors encourage failure or lead
to success? |
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