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South African public archives have not been able to transform into active documenters of society. As a result, they cannot carry out their mandate of collecting non-public records of lasting value and national significance and recording aspects of the country’s experience that have previously been ignored by archives repositories. This paper aims to discuss efforts by the Gauteng Provincial Archives to transform the archival landscape in South Africa by collecting sports memories. This is because, in democratic South Africa, the archival landscape was expected to change and reflect the nation’s diversity, despite the fact that it still largely reflected the Western-dominated global mainstream.

This study is based on the authors’ personal experiences with the development and operation of the Gauteng Provincial Archives. The authors are also involved in the Gauteng Provincial Archives’ oral history project, which aims to build an inclusive archive by recording oral histories of sports memories across the province.

The construction of the Gauteng Archives Repository has ushered in a chance to decolonise South African archives by collecting sports memories. These are windows of opportunity through which ordinary people can include their own experiences, filling in the gaps left by colonial and apartheid archives.

This paper offers practical experience in transforming and decolonising archives through collecting sports memories.

Annual 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.

The 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.

The 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.

A 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).