Faculty of Commerce, Law and Management (ETDs)

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    Exploring institutional factors enabling the Nigerian digital economy policy and strategy
    (2020) Olanusi, Olabode
    This study explores the viability of the deployed institutional framework that are mandated to enable the implementation of the National digital economy and strategy in Nigeria. The study employed a qualitative research approach utilising interpretative phenomenological data analysis and interpretation due to the emergent policy implementation and the nuances associated with digital economy evolution in Nigeria. Purposive sampling method was used for selecting participants from the primary stakeholders mandated to drive the implementation of the National digital economy policy and strategy. The research approach necessitated the use of semi-structured interviews for data collection, leveraging digital meeting platforms like Zoom and Microsoft Teams due to the restrictions on physical meetings occasioned by the COVID-19 pandemic. All interviews were recorded as agreed by the participants and collected data was transcribed and analysed using the interpretative phenomenological analysis. Discussions emanating from presented data were guided by research questions posed by the study. The findings obtained from this research show that institutional frameworks are key enablers of the national digital economic policy and strategy; established institutional frameworks needs to be operationalised synergistically to enable the national digital economic policy and strategy and that well-resourced institutional frameworks are vital to enabling the national digital economy policy and strategy in Nigeria. Amongst others, the study provides recommendations that the National digital economy policy and strategy document be reviewed to ensure collaboration with, and participation of all stakeholders. The study further recommends an outcomes-based approach for policy and strategy implementation. The study further provides suggestions for further research to nurture the development and implementation of digital economic policy and strategy in alignment
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    Digital transformation in university schools: a case study of a South African Business School
    (2021) Cajee, Yasira
    The concepts of digitisation, digitalisation, digital transformation and digital maturity are both revolutionising and fundamentally evolving the way in which organisations operate. Digital technologies and automation are rapidly introducing changes into customers’ lifestyles, interactions, engagements and requirements with business and organisations globally. Digital transformation is a continuous journey and is impacting different industries in different ways. The purpose of this study was to evaluate the state of digital transformation at Wits Business School (WBS), a South African business school in the higher education sector. The study followed a triangulated qualitative research design, which included multiple data sources in the form of 15 digital semi-structured in-depth interviews with senior and non-senior stakeholders across Wits University currently involved in digital business-related initiatives; 160 online qualitative questionnaires from student respondents across WBS; 14 Wits University policy documents; and observational data linked to digitally related projects and initiatives. The data was analysed through a thematic network approach. The research findings pointed to a large gap between WBS’s current digital maturity state and the desired digitally transformed state. The findings indicated that WBS lacks stable leadership to create a digital vision and strategy for digital transformation, which are currently lacking. Cultural transformation is urgently required, coupled with incentives for adopting new digital skills and capabilities into the workforce. Positively, the findings revealed a high level of digital focus across all areas of the value chain both in WBS and Wits University. Six areas were identified as the main factors hindering digital transformation: Leadership, Governance, Strategy and Vision, Culture, Business Models and Platforms, and Technological Resources and Capabilities. The research recommends bold, agile and transformative leadership; a clearly articulated digital vision and strategy; improved digital skills with a digitally inculcated cultural mind-set; and a revised organisational structure that incorporates cross-functional teams from different areas of the value chain coupled with integrated technological architecture and platforms, supported through digitalised governance policies and appropriate data analytics