In response to the acknowledgement for greater accountability and action, more ‘responsible’ investment principles, policies and practices that consider environmental, social and governance (ESG) criteria in investment decision-making have emerged. The legacy of South Africa’s colonial history, coupled with the global repercussions of financial sector failures and company collapses, has generated ongoing debate and academic enquiry into the roles and responsibilities of institutional investors and their investment decision-making process. Traditionally, institutional investor decision-making has been driven by the objective of maximising risk-adjusted financial return without commensurate attention given to the environmental and social impact of the investments made. Consequently, the decisions they make regarding investments can significantly impact the stakeholders and economies connected to these assets. Through the concentration of ownership of the assets they are mandated to manage, institutional investors have the right and power to influence decision-making in the companies in which they invest.
Institutional investors, as agents of other people’s money, have come to dominate investment holdings globally. This contribution provides personal reflections of this journey from 1995 to 2019, a consecutive period of 25 years, and comprises four sections: Introduction, Looking back, Looking ahead and Conclusions. The journal’s development has been supported by periodic conferences, colloquia and symposia, namely the Accounting History International Conference, the Accounting History Doctoral Colloquium, which was later replaced by the Accounting History International Emerging Scholars’ Colloquium, and the Accounting History Symposium. The first issue of the NS was published in May 1996, with 1995 being devoted to relaunching the journal for international leadership in the field.
#Teamspirit sanlam series#
My journey as the Founding Editor (1995–2007) and as Joint Editor (from 2008) of the New Series (NS) of Accounting History, as an international refereed journal, commenced on 1 January 1995 and will conclude on 31 December 2019. The key findings identify the management style of Sanlam, mainly focusing on organizing and control as management traits understanding and utilizing organizational capabilities and routines and governance and appreciation of the internal and external environment of the organization.Īccounting History is the journal of the Accounting History Special Interest Group of the Accounting and Finance Association of Australia and New Zealand.
This paper investigates the organizational capabilities applied to succeed in the market. The focus of this article is the period 1918–1945, during which the new insurance company established a competitive advantage in the market. This competitive advantage was grounded in its organizational capabilities such as management style, leadership, strategy and routines, and the organization’s ability to adapt to a changing internal and external environment. This article aims to determine what made the organization sustainable over time by focusing on the foundations of firm-level competitive advantage. Sanlam, a South African insurance company, established in 1918 negotiated a competitive industry since the beginning of the twentieth century to sustain itself for almost a hundred years. A century-old organization is doing something right in a context of sustainability. To enter a competitive industry and sustain the organization over a century demonstrates distinct success.
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