This report showcases, through various examples from across Africa, how Collective Action has been undertaken on the continent and the challenges and opportunities to further advance the fight against corruption collectively.

A growing body of research argues that anticorruption efforts often fail because of a flawed theoretical foundation, where collective action theory is said to be a better theoretical lens for understanding corruption than the dominant principal-agent theory. We unpack this critique and advance four new arguments.

The criminal justice system (CJS) is the ballast to a nation’s stability. By enforcing the rule of law, the police, courts and corrections provide citizens with security. However, when the system becomes so riddled with corruption, what was meant to be a protector becomes a predator. In many fragile states, the CJS is just that – another threat to the average citizen and a resource that the wealthy and powerful use to maintain their position.

This study presents an initial overview of key classifications of Collective Action initiatives, which it illustrates with a number of case studies from G20 countries and beyond, as well as regional and global projects.

It was commissioned by the G20 Anti-Corruption Working Group and prepared on behalf of the B20 Task Force on Improving Transparency and Anti-Corruption

This document seeks to assist managers in fighting corruption and increasing transparency through presenting a collection of case studies from Africa.

This document is a first guide to companies preparing themselves to implement the objectives of the tenth principle and to deal with corruption in every aspect of their operations. It provides a road map to sources and tools which will assist in the practical application of policies designed to eliminate corruption.

This set of case stories was gathered in relation to implementation of the 10th United Nations Global Compact Principle against corruption.

Chapter 2C deals with Collective Action. It contains the following articles and case stories:

The B20 leads engagement with G20 governments on behalf of the international business community. In 2014, the B20 focused on developing a set of clear, actionable recommendations that drive global economic growth and create jobs.

In this report, the B20 Anti-Corruption Working Group examined corruption risk issues across the four B20 taskforces:

Drawn up by the B20 Cross-Thematic Group on Responsible Business Conduct & Anti-Corruption, this policy paper sets out the following recommendations:

Recommendation 1: Establish Beneficial Ownership Transparency – G20 members should increase their efforts to implement beneficial ownership transparency so that risks related to the ultimate owner(s) can be identified.

The myriad of existing anti-corruption principles for business can be confusing, especially for small- to medium-sized enterprises with limited resources. To address this challenge, the Anti-Corruption Ethics and Compliance Handbook has been developed by companies, for companies, with assistance from the OECD, the United Nations Office on Drugs and Crime (UNODC), and the World Bank.