D Ü N YA DA N THE COLLECTIVE HULLABALOO 40 Bu görsel www.shutterstock.com sitesinden alınmıştır. Yazı: Soji APAMPA Self-regulation preferred by business is the very thing that puts it in a catch-22 because this involves the unilateral choice to do right in a context where competitors are doing well by cutting corners, where clients are happy to pay for short-cuts to be followed or rules bent to get them off the hook, where government regu- lation lacks credibility in that it clearly serves special interests and not the public interest. I n 2018, the issue of Collective Action was discussed in diverse places such as Aswan, Egypt, in February, at a regional event by the Egyptian Junior Chamber; in Lagos, Nigeria, in June, at the 6th annual Christopher Kolade Le- cture on Business Integrity, hosted by the Convention on Business Integrity; in London, England, in October, at the annual Members meeting of the Maritime Anti-Corruption Network (MACN); in Copenhagen, Denmark, in October, at the 18th Internatio- nal Anti-Corruption Conference; in Switzerland, in November, at the Basel Institute on Governance’s conference and in Kyiv, Ukraine, in December, at a meeting of regional partners of the Centre for International Private En- terprise (CIPE) to name a few places. Collective Action as an approach had existed for years before the World Bank jumped on the bandwagon and tried to make it native to H Street, Washington D.C. This did the anti-cor- ruption community great service when they, over 10 years ago, put in some effort to articulate it and classify it into typologies giving practitio- ners a lexicon and common language with which to discuss and share the phenomenon. Before then, it was just something demanded by civil society and other non-State actors as an approach to curbing corruption and was certainly not a mainstream move- ment. Why is there now this increase in commotion, clamour, excitement and energy when Collective Action is mentioned these days?