Faculty of Commerce, Law and Management (ETDs)

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The digital maturity levels of African airports: a departure point for the digital transformation journey
(2020) Mosehlane, Tshegofatso
Background: The study aims to investigate Digital Maturity levels within the African airport industry. The correlation between Digital Maturity and the following airport performance indicators; total revenue growth, total departing passenger growth and Airport Service Quality (ASQ), was investigated to establish whether any such relationships exist. Objectives: To determine the as-is Digital Maturity levels as input into Digital Transformation Strategy development and to understand whether there exists a relationship between high Digital Maturity levels and an increase in company performance. Method: A literature study of fourteen Digital Maturity models was performed to determine the qualitative dimensions of the Digital Maturity Model used in this study. An online survey set up in a Likert scale format (1 = strongly disagree to 5 = strongly agree), was subsequently developed. Frameworks by De Bruin, Rosemann, Freeze, and Kulkarni (2005) and Maier, Moultrie, and Clarkson (2012), were used for the development of the Digital Maturity Model. The reliability of the Digital Maturity model was tested using Cronbach’s alpha (α) test (Gilem & Gilem, 2003). The survey was sent to African airport employees via email. Responses were quantitatively measured by allocating weightings (1 to 5) to Digital Maturity sub-dimensions, enabling the calculation of maturity levels per Digital Maturity dimension for each airport. Descriptive studies were further conducted to understand the distribution of the collected data. The second part of the study investigated the correlation between Digital Maturity levels and company performance indicators (Remane, Hanelt, Wiesboeck, & Kolbe, 2017). Results: The study found that African airports display low maturity levels, ranging between 1.39 and 2.96. With South African and Ghanaian airports being on the higher end and Nigerian airports being on the lower end of the Digital Maturity scale. Most of the airports fall on the higher end of the scale, above Digital Maturity level 2.7. Furthermore, all the airports experienced a decline in total revenue and an increase in total departing passenger numbers over 3 years. The airports with the higher Digital iii Maturity levels experienced lower total revenue declines and higher total departing passenger growth, compared to the airport with the lowest Digital Maturity level. Additionally, the airport with the highest Digital Maturity level, experienced the most considerable decline in ASQ. Whereas the airport with the lowest Digital Maturity level, experienced an improvement in ASQ over the 3 years. Conclusion: Digital Maturity levels at African airports are low and to remain competitive, airports need to define strategies to assist them in progressing to higher levels of Digital Maturity. The features and outputs of the Digital Maturity Model survey should be used to inform the Digital Transformation Strategies. The study found a positive relationship between Digital Maturity and growth in total revenue and total departing passengers, and a negative relationship between Digital Maturity and ASQ. Organisations should decide on the Digital Maturity dimensions that will be a priority for them to remain competitive. These priority dimensions should be used to offer a differentiated experience to passengers and customers per the organisations’ refreshed Digital Transformation Strategy.
Digital platform skills requirements for SMMEs and start-ups: a South African perspective
(2021) Noqayi, Aluzuko
The Fourth Industrial Revolution has enabled new business models, automated processes, and streamlined operations. Digital platforms form part of the technological solutions that disrupt existing business models; they have made alternative streams for companies that exist online. However, with these disruptions of business models, there is a need for new skills too. This study investigated the skills needed by digital entrepreneurs to effectively lead, operate, and manage digital platform SMMEs in the South African context. A qualitative research study using semi-structured interviews was conducted with a sample group of 12 participants. The group was made up of CEOs, CIOs, Solution Managers and Business Managers of digital platform SMMEs in South Africa. A thematic analysis technique was used to identify themes in the data analysis. The study's findings were that the digital platforms are complex and lack consistent definition and conceptualisation between their IT and commercial functionality. This affects the skills identified as essential in literature as it forms a bias based on whether the focus is IT or commerce. Secondly, the study found that a mix of lower-order and higher-order skills were essential for digital entrepreneurs. These ranged from technical, human, and conceptual skills to leadership and business skills. Lastly, the study found that digital entrepreneurs have several roles in their ecosystem and are multi-skilled. They are faced with challenges that stretch their capacity and adaptability, and they use their skill to control and influence the future. This study provided an adapted skills model framework for digital platform skills. This model can be used to informing resourcing, upskilling, bridging managerial gaps, business development decisions that enable SMMEs to participate competitively in the emerging digital economy
Investigate the role of skills development hubs in equipping disadvantaged communities in South Africa to gain competencies required for the Fourth Industrial Revolution (4IR)
(University of the Witwatersrand, Johannesburg, 2020) Desai, Mohsin; Sibanda, Tonderai
South Africa’s participation in the global trend of the Fourth Industrial Revolution (4IR), has grown to include almost every business segment and is set to influence every conceivable aspect of all industries. This 4IR era, which is blurring the lines between the digital, physical, and biological spheres, began as an initiative to combat challenges faced by the manufacturing sector. Today, however, it is characterized by a blend of technologies and can be somewhat daunting to many organisations, not to mention individuals in general. South Africa’s National Development Plan (NDP) highlights the fact that together with social development, there is a dire need for bridging the gap of skills shortages, especially in disadvantaged communities (Kraak, 2004). This social entrepreneurship research investigates the extent that skills development hubs in disadvantaged communities can assist in the alleviation of poverty, by bridging the gap of skills in 4IR areas that will be essential for equipping Africans to be at the forefront of technological advancements. The research focused on the development of Africa 4IR training hubs, targeting initially, the main economic hubs of Gauteng province and then expanding throughout South Africa. Technological skills are deemed to be in short supply in South Africa and filling this skills gap could invariably alleviate unemployment and poverty, especially amongst disadvantaged communities. The projections and proposal for the need of training hubs through this research is based on findings drawn from existing literature and from interviewing young professionals, university students, corporate managers and entrepreneurs. Using institutional theory as a lens, this research aimed at investigating the role of skills development hubs in equipping disadvantaged communities in South Africa. Additionally, it provided a suitable collaborative framework that involved all relevant stakeholders from the context of social entrepreneurship. Also, to start low cost training hubs and develop competencies required in the era of the Fourth Industrial Revolution through public-private partnerships
Redesigning and applying the open innovation contest model to a South African financial firm
(2021) Singh, Ameeth
Firms have been experimenting with various forms of innovation in order to overcome the challenges brought about by technology and the Fourth Industrial Revolution (4IR). One particular 4IR approach, Open Innovation (OI), allows firms to access a large crowd of individuals outside the firm and has recorded significant innovations in this way. OI has been used extensively, but some firms have used it differently to others. The Land Bank,for example, opted for internal rather than external OI, by tapping into the creativity of its employees. But, they were not as successful as those firms that used external OI. This is because employee innovation is not straightforward. It requires a different management style to managing external individuals or normal everyday employee working environments. Moreover, there is a lack of research on Open Innovation Contests (OICs) and innovation management practices to assist managers in navigating the complexities of employee innovation. This study has combined these research strands to provide management practices that are best for managing employee innovation. To do this, a qualitative study was undertaken where an interview was used to investigate employee’s experiences and expectations of innovation management. The interview was developed from theory on OICs and innovation management practices and eight employees of the Land Bank were interviewed. The research findings indicated that managing employees for innovation is quite challenging because employees view innovation as something that is out of the ordinary and they expect the firm to use specialized management techniques to inspire and motivate them. Five important themes emerged from the data collected, namely a) Role of leadership in innovation, b) Role of management in innovation, c) Learning and development for innovation, d) Rewarding innovation, and e) Robust innovation process. In the eyes of employees, the leadership team has the most amount of influence and power to make changes and must use these attributes to create a culture of innovation that will encourage creativity and risk taking among employees. Managers, on the other hand, were found to also have an important role to play in innovation. Employees want them to follow a contemporary approach to managing innovation by establishing a work environment that grants employees’ flexibility, autonomy, trust, and respect. Employees are enthusiastic about learning from their mistakes in innovation because it increases their knowledge base and motivates them to continue innovating. Receiving feedback is therefore important to them but they expect to receive feedback in a form that they can understand and incorporate into future innovations. Rewarding employees for their innovation is important to them but they do not always expect to be financially rewarded, especially if firms are experiencing financial constraints
The influence of gaming on digital intelligence in South African organisations
(University of the Witwatersrand, Johannesburg, 2023) Kanotsauka, Lawrence; Lee, Gregory
The digital age is argued to require digital skills that are fit for purpose. Digital intelligence (DQ) has been put forward as a form of intelligence required to facilitate problem-solving in the digital environment and yet its development is not fully understood. On the other hand, previous research has shown the cognitive benefits of video gaming or gaming. This quantitative study used Non probability convenience sampling with snowballing to examine the influence of gaming on digital intelligence in South African organisations. The study found no statistically significant relationship between gaming and DQ in South African organisations. The study also found that demographic factors of individuals did not moderate the relationship between gaming and DQ and that exogenous factors may have a stronger influence on the relationship. Limitations of the study were the unequal representation of gamers and non-gamers, the administration of the survey on a single population grouping and the possibility of self-bias by participants

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Browsing Faculty of Commerce, Law and Management (ETDs) by Keyword "4IR"

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