EU rescue and restructuring state aid guidelines
Undertakings in difficulty, having exhausted all market options, may resort to State aid to rescue and/or restructure its operations in order to return to viability. the author looks closer into the opportunity for such undertakings to change within so as to abandon practices which may have represen...
| Permalink: | http://skupni.nsk.hr/Record/nsk.NSK01001042010/Details |
|---|---|
| Matična publikacija: |
Zbornik Pravnog fakulteta Sveučilišta u Rijeci (Online) 39 (2018), 4 ; str. 1927-1953 |
| Glavni autor: | Obradović Mazal, Tamara (Author) |
| Vrsta građe: | e-članak |
| Jezik: | eng |
| Predmet: | |
| Online pristup: |
https://doi.org/10.30925/zpfsr.39.4.17 Hrčak |
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| 024 | 7 | |2 doi |a 10.30925/zpfsr.39.4.17 | |
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| 100 | 1 | |a Obradović Mazal, Tamara |4 aut | |
| 245 | 1 | 0 | |a EU rescue and restructuring state aid guidelines |h [Elektronička građa] : |b an opportunity to restructure corporate governance and corporate culture / |c Tamara Obradović Mazal. |
| 246 | 3 | |a European Union rescue and restructuring state aid guidelines | |
| 504 | |a Bibliografske bilješke uz tekst ; bibliografija i izvori: 25 jed. | ||
| 504 | |a Sažetak ; Summary ; Zussamenfassung ; Riassunto. | ||
| 520 | |a Undertakings in difficulty, having exhausted all market options, may resort to State aid to rescue and/or restructure its operations in order to return to viability. the author looks closer into the opportunity for such undertakings to change within so as to abandon practices which may have represented at least one of the roots of the deficiencies leading them to difficulties. The stringent rules of rescue and restructuring of firms in difficulties provide a second chance to restore their business, account of debts, take stock of actions and potentially rise again. Yet, the overall restructuring given as a second chance by the State aid and the role of the state, should not present a carte blanche for old policies and approaches to be repeated with the taxpayers’ money. The restructuring should also be a stock-taking opportunity, an internal scrutiny where the corporate culture and the governance of the undertaking changes as well. There should be room to (re)consider corporate governance and audit of corporate culture as elements of restructuring process as well as restructuring plans, to prevent the undertaking on the receiving end of State aid to lapse again. Being given a second chance, applying practices and exercising behaviour that (may) have lead the undertaking to its difficulties, is not a guarantee of successful restructuring and return to viability but may, indeed, represent an internal subjective peril to the objective restructuring goals to be achieved. Hence, the author explores whether non-tangible elements such as an enhanced corporate governance and change of corporate culture, should be introduced as mandatory in the course of undertaking restructuring. The author does not probe into corporate governance and corporate culture as such, but perceives them as welcoming factors to achieve the desired outcome of restructuring aid, namely a successful return to viability using restructuring aid. | ||
| 520 | |a Poduzetnici u poteškoćama, nakon što su iscrpili sve tržišne opcije, mogu se podvrgnuti državnim potporama kako bi spasili odnosno restrukturirali svoje poslovanje u cilju vraćanja održivosti. U posezanju za ovom mogućnošću, autorica pobliže ispituje mogućnost takvog poduzetnika da provede promjene iznutra kako bi napustio onu praksu koja je možebitno bila jedan od korijena manjkova koji su doveli do poteškoća. Stroga pravila spašavanja i restrukturiranja poduzetnika u poteškoćama pružaju priliku za davanje druge šanse u obnovi svog poslovanja, sagledavanje dugovanja, analizu potrebnih koraka i potencijalni novi rast. No, cjelokupno restrukturiranje kao druga šansa koju daje državna potpora te uloga države, ne predstavljaju carte blanche za nastavak stare prakse i pristupa koji će se ponoviti s novcem poreznih obveznika. Restrukturiranje bi trebalo analizirati cjelinu, obuhvatiti internu analizu pri čemu se korporativna kultura i upravljanje također podvrgavaju promjenama. Autorica vjeruje da postoji prostor za razmišljanje o korporativnom upravljanju i analizi korporativne kulture kao elementima procesa restrukturiranja i planova restrukturiranja kako bi se spriječilo poduzetnika koji prima državnu potporu, da ponovno posrne. Dobivanje druge šanse, primjenom onih ponašanja koji su doveli poduzetnika u poteškoće, nije jamstvo uspješnog restrukturiranja i povratka održivosti već, uistinu, može predstavljati subjektivnu opasnost ostvarenju objektivno postavljenih ciljeva. Stoga, autorica istražuje ne bi li neopipljivi elementi poput korporativnog upravljanja i promjene korporativne kulture bili prepoznati kao obvezni elementi procesa restrukturiranja. Autorica ne zahvaća dubinski korporativno upravljanje i korporativnu kulturu već ih sagledava kao dobrodošle faktore doprinosa željenom cilju potpore za restrukturiranje – uspješan povratak održivosti korištenjem državne potpore. | ||
| 653 | 0 | |a Korporativno upravljanje |a Korporativna kultura |a Restrukturiranje |a Poduzetnici |a Državne potpore | |
| 653 | 2 | |a Europska unija | |
| 773 | 0 | |t Zbornik Pravnog fakulteta Sveučilišta u Rijeci (Online) |x 1846-8314 |g 39 (2018), 4 ; str. 1927-1953 |w nsk.(HR-ZaNSK)000664040 | |
| 981 | |b Be2019 |b B01/19 | ||
| 998 | |b dalo1910 | ||
| 856 | 4 | 0 | |u https://doi.org/10.30925/zpfsr.39.4.17 |
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| 856 | 4 | 0 | |u https://hrcak.srce.hr/218363 |y Hrčak |