This article examines social network dynamics in the UK's anti-money laundering policy, showing collaboration impacts enforcement and supervision.
This article explores the UK’s anti-money laundering (AML) regime using social network analysis to examine the structural and relational dynamics of organisations engaged in policy, enforcement and supervision. It identifies two distinct but interrelated dimensions: strategic and tactical. Some actors engage in both, but one type of relationship does not determine the other, implying functional specialisation. Specialisation allows tailored mechanisms but risks strategic aims failing to translate into action. We found a tendency towards homophily, with organisations collaborating with those sharing similar mentalities. Some try to bridge gaps but feel overwhelmed by the volume of information and actor multiplicity. This highlights the role of brokers. Yet inefficiencies remain. Reconfiguring the network may improve efficiency by reducing redundancy, promoting specialisation and strengthening brokerage.
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Bociga et al. (2025) studied this question.
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