Kondwani Happy Ngoma

2024 Providence, Rhode Island

Abstract: This paper studies the contestations and bargaining that led to the largest property rights from a firm to a state. It uses the case of the British South Africa Company (BSAC) to show the role and importance of legitimacy in state and business relations. It examines how and why the company lost the mineral rights it had held throughout the colonial era in Northern Rhodesia (present day Zambia). The case focuses on the interaction between three actors – the BSAC, the British Government, and Northern Rhodesia Government - during decolonisation in the copper rich state. The three actors facilitate a multilevel examination of legitimacy. It shows how African political power and ascendency – through the Northern Rhodesia Government - challenged the legitimacy of the mineral rights of the BSAC. The mineral rights had for decades been de facto and then de jure recognised by the British Government. This was despite the Company´s original claims lacking sufficient basis in treaties of concession. Decolonisation brought to the fore the symbolic compliance with the rule of law that had led to legitimisation. The paper shows how this impinged on the standing of the British Government and company. Thus, this paper shows the long-term effects of corporate legitimacy that is premised on tenets that are inconsistent with the rule of law and have low acceptance in the host society.

2026 London

Abstract: The aim of this paper is to examine the role of firms in advancing or hindering social integration and their response to the political risks of economic sanctions and decolonisation. The paper uses the case of Barclays Bank in South Africa during the 20th century. Barclays was the leading bank in South Africa for the period in focus of 1960 - 1990. Its interests and operations in both South Africa and the home country of Britain came under strain following the institutionalisation of apartheid by the white minority regime of South Africa in 1948. Apartheid was a system of legal separation between blacks, whites and other races. While there is considerable scholarly research on the boycott, divestment, and sanctions (BDS) movement that emerged following its imposition, few have taken a firm centric view in analysing and understanding the processes and actors that sustained and/or eventually led to the end of apartheid. This paper takes a business history perspective to show how the firm was central to shaping home country policies in South Africa and how it navigated the tensions of operating in a state that was divided on racial lines. The bank publicly made the case that while it disliked apartheid, it was bound to have a transformative effect in South Africa by staying in the country rather than exiting. This standing aligned with what came to be termed as the "constructive engagement" policy adopted by Britain´s Margaret Thatcher administration and U.S. President Ronald Reagan in their 1980s approach to South Africa. Britain was the leading source of foreign direct investment (FDI), and Barclays bank, was the leading firm on this front. The results show how this policy was not unique to the 1980s and how it was strategically influenced by the bank and its interests from the 1960s.