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Author: search.filters.author.Castleman, Ricci-leighSubject: search.filters.subject.Banks and banking--South Africa

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    The role of dynamic capabilities in the strategic management of payment disruption in the South African banking industry
    (2018) Castleman, Ricci-leigh
    As digital disruption alters industry environments and business practices across the globe, many incumbent organisations face the threat of obsolescence or diminished competitive advantage. However, digital disruption equally represents an opportunity for incumbent firms. Thus, it is integral for incumbent organisations to adopt a strategic approach to tackle the associated opportunities and threats. Success in this regard will be the determinant of sustainable competitive advantage and long-term survival. Researchers have identified that dedicated strategic and organisational approaches to disruption are required, underpinned by capabilities which facilitate response. It is the nature of these capabilities which is the broad interest area of this study. The theory of dynamic capabilities proposes that there are particular firm capabilities which are difficult to replicate, and which allow the firm to successfully adapt to changing customer and technological opportunities, such as those presented by digital disruption. The presence of these capabilities allows an organisation to reorientate resources and alter practices in response to changing environments. Firms are considered to undertake a number of strategic approaches in response to digital disruption. The formation of alliances and the internal development of new services are the approaches considered in this study. The purpose of the study is to gain insight into the role of these approaches and the dynamic capabilities which underpin the success of these strategic management decisions, namely: alliance management capability and new service development (NSD) capability. This is explored within the context of payment disruption occurring in the South African banking industry. This study investigated how five incumbent South African banking firms strategically managed the opportunities and threats of payment disruption through alliances and NSD and the role of dynamic capabilities in the success of these approaches.