Success and failure in portuguese Colonial Africa: the case of the Cazengo agricultural company (1900-1945)
Mata, Maria Eugénia
Success and failure in portuguese Colonial Africa: the case of the Cazengo agricultural company (1900-1945) - 2018.
52
Agribusiness faced tremendous management challenges in management in the early 20th century and, although research in this area has been abundant, the nature of Portuguese agricultural management had certain specific characteristics that are worthy of particular attention. Management practices used by the aristocratic land administration in the Portuguese motherland were transferred to colonial Africa for tropical plantation companies where the bank of issue of Portugal was the major shareholder. This article focuses on the case of the Cazengo Agricultural Company, a large Angolan coffee corporation created in 1900, and highlights how boards in such uncertain environments had to be inventive to deal with the huge business risks involved. It provides substantial novel historical research by taking into account financial reporting and production performance as well as organizational aspects. The initial success of Cazengo’s business is explained in the context of close ties with the political and financial authorities and the company’s subsequent failure is considered to be the result of organizational rigidities, an inability to anticipate and adapt to long-term trends and a lack of strategic vision.
Success and failure in portuguese Colonial Africa: the case of the Cazengo agricultural company (1900-1945) - 2018.
52
Agribusiness faced tremendous management challenges in management in the early 20th century and, although research in this area has been abundant, the nature of Portuguese agricultural management had certain specific characteristics that are worthy of particular attention. Management practices used by the aristocratic land administration in the Portuguese motherland were transferred to colonial Africa for tropical plantation companies where the bank of issue of Portugal was the major shareholder. This article focuses on the case of the Cazengo Agricultural Company, a large Angolan coffee corporation created in 1900, and highlights how boards in such uncertain environments had to be inventive to deal with the huge business risks involved. It provides substantial novel historical research by taking into account financial reporting and production performance as well as organizational aspects. The initial success of Cazengo’s business is explained in the context of close ties with the political and financial authorities and the company’s subsequent failure is considered to be the result of organizational rigidities, an inability to anticipate and adapt to long-term trends and a lack of strategic vision.
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