Faculty of Commerce, Law and Management (ETDs)

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    Dynamic capabilities and digital transformation for innovation in the south african mining industry
    (2023) Naidu, Dasheek
    This case study research encapsulates the evaluation of digital transformation (DT) through dynamic capabilities on value realisation in the South African mining industry. The research focuses on a qualitative methodology in the form of semi-structured interviews. The following two research sub-questions have been analysed as part of this research: Dynamic capabilities enables DT in the South African mining industry; and DT enables and sustains value realisation in the South African mining industry. Dynamic capabilities theories have been researched for several decades with many authors arguing that these capabilities are essential for firms to be successful and competitive in dynamic environments. Mining organisations have been slow to adopt technologies and this industry has a large impact on the gross domestic product (GDP) of South Africa. The operationalisation of dynamic capabilities was investigated to enable components of DT which in turn was evaluated to enable and sustain value in the South African mining industry. A South African listed mining organisation was chosen as part of an embedded case study. Several levels of participants across The Firm as well as participants from its DT partners were interviewed. These interviews were scheduled for 60 minutes with additional questions being asked as a follow-up to the base set of questions. These interviews were recorded on Microsoft Teams with embedded transcription features through the utilisation of Microsoft Streams. However, these transcriptions required significant work as the base files included time stamps, spaces, inaccuracies, and metadata for phrases of sentences within the transcript. This additional work was conducted by the author to ensure the privacy of the participants as well as The Firm. The transcripts were analysed several times utilising ATLAS.ti 9 which is a computer assisted qualitative data analysis software (CAQDAS). A thematic analysis was conducted, and the software assisted with codifying and interacting multiple inductive and deductive themes between the different participants. These interactions were additionally illustrated through Sankey diagrams utilising the software. The deductive and inductive themes were analysed and concatenated as part of major themes which were found to be imperative in enabling DT through dynamic capabilities and realising value in the South African mining industry. All themes, ultimately affected the people, processes and technology of The Firm which impacted the enablement and sustainability of value. The high-level findings were that the dynamic capabilities operational actions can enable DT, in an asset- intensive mining industry, through a phased approach of exploration, building and extending. Macro-level factors impact micro-level factors through dynamic capacities and dynamic capabilities processes. The components of DT enable and sustain value in a tangible and intangible manner where The Firm focuses on both qualitative and quantitative value with processes, methodologies, and frameworks in place to ensure value realisation, with several innovation concepts that were underpinned in the research.
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    Governance and dynamic capabilities in South African state-owned energy companies
    (University of the Witwatersrand, Johannesburg, 2022) Stock, Xola
    Governance of state institutions is widely accepted to be one of the critical levers to unlock clean energy technology innovation that fosters energy transition. The dynamic capabilities framework has been successfully used globally by State Owned Entities to unlock the bureaucratic competencies of senior management towards increasing innovation outcomes, but the framework is not usually associated with entities’ governance. This research highlights the criticality of this framework in the governance structures of entities. The prolonged past governance and financial woes at the two South African state-owned energy entities of PetroSA and iGas invite a level of scrutiny regarding the true extent of the deployment of the dynamic capabilities therein This qualitative research sought to explore how the deployment of dynamic capabilities by senior management in the two entities impacted their innovation outcomes. Data collection was done through semi-structured interviews of seven participants. The research findings show that the dynamic capabilities were not holistically deployed by the entities in the six business areas wherein they reside. The DC’s framework is the appropriate strategic framework to be deployed by entities and their management if true innovation outcomes are to be increased.
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    Exploring the relevance of digital maturity factors in South African Businesses
    (2022) Mkhwanazi, Qoqanani
    Digital maturity in recent times has become topical in boardrooms around the world, including South Africa, with significant resources being directed into digital transformation. Various models created by academia and practice have identified numerous factors that are required but few exist on how digital maturity factors manifest in emerging and developing countries. This exploratory qualitative study therefore examines their relevance of those to South African businesses. Through semi-structured interviews with senior leaders across different industries it defines digital transformation and digital maturity as well as the dynamic capabilities that different businesses have developed to achieve it and an understanding of the relationship between the two concepts. The operational and conceptual definitions indicate digital maturity is an holistic organizational concept, thus, business looking to achieve it should develop dynamic capabilities throughout the organization, triggering wide transformation. This suggests that managers should intentionally build dynamic capabilities that address different maturity factors, with those found in the South African context not fundamentally different from those in models and in the developed world. However, importance was placed on what determined the success of digital maturity in a business, including external and internal factors. Government policies, regulation and legislation are vital in driving digital maturity and though models mainly look internally to improve it, the impact of external antecedents cannot be ignored.
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    Building dynamic capabilities that enable effective diffusion: the case of Development Finance Institutions (DFIs) in South Africa
    (2021) Dlamini, Itumeleng
    The process of digital transformation of an organisation is associated with the strategic change of an organisation’s capabilities enabled by the implementation of technological solutions. Critical to successful digital transformation are management practices in the form of dynamic capabilities, which direct the process of the strategic change. This exploratory study seeks to understand the influence of dynamic capabilities, specifically seizing and transforming dynamic capabilities, on the diffusion of digital technologies to successfully achieve digital transformation in South African development finance institutions (DFIs), who have embarked on a digital transformation journey. The study aims to provide managers of digital transformation in organisations with insights regarding the dynamic capabilities that enable diffusion of technological innovations in DFIs and similar institutions and further contribute towards empirical research on dynamic capabilities, specifically in the context of South African DFIs. A qualitative research approach, comprising comprehensive literature review and semi-structure interviews was followed to explore the influence of dynamic capabilities micro-foundations at various stages of the diffusion process of digital technologies. The research findings indicate that dynamic capabilities that influence the diffusion of these technological innovations. Specifically, the seizing dynamic capabilities micro-foundations that influence the innovation diffusion process were identified as (1) prototyping, (2) balancing digital portfolios and (3) building strategic agility. The reconfiguring dynamic capabilities micro-foundations that influence the innovation diffusion process were identified as (1) navigating innovation systems, (2) internal structures reorganization and (3) improving the digital maturity through developing digital culture initiatives