“When should we expect a Reasonable Return on our       Investment Mr Rhodes?” The British South Africa Company Shareholders and the Profit Motive, 1890 to 1923.

Chitofiri, Kudakwashe

doi:10.18820/24150509/sjch46.v1.7

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“…3. Chitofiri (2021) adopts the opposite position: that the BSAC was motivated by profit rather than being an instrument of imperial expansion. Chitofiri analyses conversations and interactions between the BSAC shareholders and directors to illuminate shareholder motives.…”

Section: Notesmentioning

confidence: 99%

Shareholder sentiment at general meetings: speculating on colonialism

Power

Brennan

2022

AAAJ

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PurposeAnnual general meetings have been variously described as dull rituals for accountability versus entertaining theatre at the expense of accountability. The research analyses director and shareholder participation and dialogic interactions at annual and extraordinary general meetings of Cecil Rhodes' British South Africa Company (BSAC). The BSAC was incorporated under a royal charter in 1889 in return for power to exploit a huge territory, Rhodesia/now Zimbabwe. The BSAC's administration ceased in 1924/25. Thus, the BSAC had a dual mandate as a private for-profit listed company and to occupy and develop the territories on behalf of the British government.Design/methodology/approachThe article analyses 29 BSAC general meeting minutes, comprising 25 full sets of verbatim minutes between 1895 and 1925. The study adopts manual content analysis. First, the research adopts conversational analysis to analyse director and shareholder turn-taking and moves by approving and dissenting shareholders. Second, the study identifies and analyses incidents of shareholder sentiment from the shareholder turns/moves. Finally, the article assesses how shareholder sentiment changed throughout the period and whether the BSAC's share price reflected the shareholder sentiment.FindingsThe BSAC's general meetings were associated with the greater colonial project of building the British Empire. The authors find almost 1,500 incidents of shareholder sentiment. Directors and shareholders take roughly an equal number of turns (excluding shareholder sentiment). Ritual and ceremony dominate director and shareholder turns and moves, while accountability to shareholders was minimal. The BSAC share price spiked in the early years of the project, waning after that. Shareholder sentiment, both positive and negative, reflect the share price behaviour.Originality/valueA unique database of verbatim general meeting minutes records shareholders' reactions to what they heard in the form of sounding off through cheering, “hear, hears,” laughter and applause (i.e. shareholder sentiment).

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Section: Notesmentioning

confidence: 99%