Electronic Theses and Dissertations (Masters/MBA)

Permanent URI for this collectionhttps://hdl.handle.net/10539/37942

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Subject: search.filters.subject.Digital Platforms

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    A digital earthmoving equipment service platform to enhance customer aftermarket experience
    (University of the Witwatersrand, Johannesburg, 2023) Molele, Nnanna Reshoketswe; Horne, Renee
    The absorption of technology solutions has become more and more prevalent in the mining and construction industries. Mining and construction companies worldwide are implementing technology solutions as they seek to improve the safety, productivity, and profitability of their earthmoving operations. One of the most critical and capital intensive assets that these operations own and operate is their earthmoving equipment. The maintenance and repair of the equipment also contributes heavily to the operational expenditure of such operations (19% for large operations). It is critical for these operations for their equipment maintenance to be done in a timely manner, at the lowest possible cost, and with the highest possible level of quality so as to manage operational costs and reduce the impact of machine downtime on productivity. This business venture is based on a South African company that supplies earthmoving equipment to mining and construction companies in the Southern Africa market. The company not only supplies equipment, but also aftermarket solutions (parts and maintenance & repair services). In the past five financial years, the company has seen a decline in revenue from its service business where it sells technician labour to the mining and construction markets for equipment maintenance and repairs. Its customer net loyalty score is also sitting at an average of 32% in the same period. Customer loyalty has been negatively impacted by customer dissatisfaction with the organisation’s service quality, turnaround time, and communication, to name a few. The service business profitability has also been on a downward trend (14% in 2018 to 9% in 2022). Given the size of the organisation and the number of countries it operates in, this paper only focuses on the Zambia market where the company’s service business is currently seeing negative profitability trends and the lowest customer net loyalty score of 18%. In response to this business challenge, this paper focuses on using technology and third party equipment service providers (labour for maintenance and repairs) to propose a business model that will create shared stakeholder value. The business model seeks to address current customer challenges while improving the business profitability and making it more feasible for third partner service providers to partner with the organisation instead of operating as its competitors
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    Organisational Ambidexterity, Dynamic Capabilities and the sustainability of South African Fintech platforms
    (University of the Witwatersrand, Johannesburg, 2023) Mogari, Komane Dorothy; Ochara, Nixon
    Purpose and objective: This study aimed to examine Organisational Ambidexterity and Dynamic Capabilities on developing sustainable digital platforms (specifically Fintechs) in the South African context. Problem investigated: The concept of organisational ambidexterity ultimately aims to attain the desired objective. In the contemporary landscape, businesses increasingly rely on their ability to function efficiently while demonstrating adaptability within a dynamic and challenging business milieu. The existing body of literature on strategy and innovation management highlights the growing importance of integrating exploitative or incremental innovations and explorative or radical innovations to sustain high levels of organisational performance. Design/methodology/approach: The research employed a qualitative methodology. The collection of data was conducted through the utilisation of semi-structured interviews, which were employed to acquire pertinent information from participants. The data gathered during the study was transcribed into written text and presented in a narrative format. The data was systematically arranged and presented in a structured fashion, employing diverse formats, including sequences, narratives, and tables. The primary objective of this arrangement was to enhance the process of comprehension and analysis. Findings: The analysis revealed several themes, each being distinguished by its propositions; these included; early stages, outsourced capabilities, operational efficiency, effectiveness and efficacy, training, upskilling and reskilling, product development and new markets, and emerging technologies. It became evident that to ensure the success and sustainability of South African digital platforms; Fintechs should balance exploitative and explorative innovation through optimal use of dynamic capabilities.
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    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