D Ü N YA DA N
THE COLLECTIVE HULLABALOO
40
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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?