Faculty of Commerce, Law and Management (ETDs)
Permanent URI for this communityhttps://hdl.handle.net/10539/37778
Browse
14 results
Search Results
Item The digital maturity of supply chain technology in South Africa(University of the Witwatersrand, Johannesburg, 2024) Nkwenkwe, Monde; Oba, Pius“The most profound technologies are those that disappear... They weave themselves into the fabric of everyday life until they are indistinguishable from it” wrote computer scientist and visionary Mark Weiser nearly 25 years ago in his essay The Computer for the 21st Century (Facchini, 2020, p.39) Agility, resilience, and reliability have emerged as increasingly vital factors in supply chain management, particularly in navigating the complexities of a digitalized landscape. The objective of the study is to assess the digital maturity of supply chain technologies in South Africa, contrasting them with global maturity standards. The study's motivation stems from the need to comprehend the capacity of supply chain networks to meet the growing demand driven by the adoption of e- commerce and other external factors affecting the supply chain. The study on the digital maturity of supply chain technology in South Africa is crucial as it provides a comprehensive assessment of how advanced and integrated digital technologies are within the country's supply chain sector. It highlights the current state of technological adoption, identifying areas where South African supply chains excel and where they lag. This understanding is vital for enhancing operational efficiency, competitiveness, and resilience against disruptions. Furthermore, the study's insights can inform policy making, guide investments, and support businesses in adopting best practices, ultimately contributing to economic growth and sustainability by optimizing resource use and reducing operational costs. Employing a qualitative research approach, the study explores patterns of technology adoption in the supply chain and the resulting maturity of the technology, as per the propositions. The conceptual framework provides a clear delineation of the evolution from a traditional supply chain to a digitalized value chain, integrating technology across various segments of the supply chain network. Furthermore, it elucidates the integration of 4IR technologies such as IoT, robotics, cloud services, and big data analytics and the resultant impact on the efficiencies and effectiveness of the supply chain. Data was gathered through both focus group sessions and individual interviews involving a diverse range of supply chain experts, including individuals from sales, consultancy, implementation, and support teams. The primary finding indicates a consensus in adoption between the global patterns and the south African context. However, it is evident that the maturity level of technology utilization remains in its infancy stage in South Africa. Resilience of the supply chain is limited by the siloed implementation approach of technologies that do not function across the full value chain and data inconsistencies across the value chain prohibiting end to end visibility for efficient fulfilment of consumer requirements. Mature digital implementation of supply chain technology can significantly impact businesses in a positive manner by enhancing efficiency, competitiveness, and strategic decision-makingItem Adoption of digital transformation in logistics sector: A case of a state- owned enterprise in South Africa(University of the Witwatersrand, Johannesburg, 2023) Ngcobo, Thandokuhle Mpumelelo; Sony, MichaelDigital technologies have brought about disruption in all industries and state- owned enterprises are not immune to the pervasive force of digital transformation. Digital adoption has emerged as a crucial aspect of organisational growth and competitiveness. As digital adoption grows in state-owned enterprises it is essential to know the starting point in their digital transformation journey by measuring digital maturity, identifying drivers and barriers, and devising strategies to manage them. The aim of this research was to evaluate the maturity level following the introduction of the Transnet 4.0 Strategy at the state-owned enterprise, exploring the drivers and barriers. This study used a convergent mixed methods design. The participants were management employees from Transnet Freight Rail, a state-owned enterprise. Qualitative data was collected through surveys completed by the TFR managers (n = 45) assessed the current digital maturity and used descriptive statistics in analysing survey data. Qualitative data was collected through semi-structured interviews. The interviews were verbatim transcribed and Braun and Clarke's thematic analysis was used to analyse interviews with executive and senior managers (n=9). Findings from both quantitative and qualitative data were triangulated to provide a richer understanding of digital transformation adoption in Transnet Freight Rail. Overall, TFR is still in the early stages of their digital transformation journey according to qualitative findings, quantitative findings suggest that TFR has moved beyond the early stage and is in the early developing stage. Concerningly, many participants highlighted digital strategy communication, change management and digital skills as lacking in TFR. This study identified a range of factors and barriers that influence and affect digital transformation adoption including leadership support, conducive employee environment, organisational iii readiness, poor IT infrastructure, high leadership turnover and employees resisting technology. As demand for the state-owned enterprise to be operationally efficient and financial constraints increase, so does the need to leverage digital technologies to change business models, improve operational processes and increased customer experience to improve organisational performance. As industries get disrupted by digital technology it is essential for organisations effectively manage barriers and leverage key drivers for a successful digital transformation implementation.Item The role of Middle Management in a Digitally Matured Financial services organisation: A focus on the frontline professional advisory environment(University of the Witwatersrand, Johannesburg, 2024) Moloto, Mankweng Athlone; Magida, AyandaThis research study aimed to understand the role of middle management in a digitally matured financial organisation, particularly within the frontline professional advisory environment. A qualitative research methodology was adopted and conducted through 8 one-on-one interviews, via semi-structured and conversation led questions. A purposive sampling method was used in identifying the interviewees, particularly middle managers within the frontline professional advisory environment. Following this extensive data collection, a thematic analysis was conducted to draw conclusions to the research. The research findings suggest that middle management within the frontline professional advisory environment is a critical function within a digitally matured financial organisation. Albeit, less technical, there is and will always be an inherent need for people coaching, motivating, aligning to business values and guidance through leadership. Middle managers will in effect serve to ensure that frontline professional advisory representatives are entrenched to the organisational mission, vision and objectives in their execution of their rolesItem Exploring the big data maturity level of a metropolitan municipality in Gauteng Province, South Africa(University of the Witwatersrand, Johannesburg, 2024) Mathane, Tlou Phillemon; Mayayise, ThembekileA recent study by the World Bank highlights the importance of public sector organizations to embark on digital transformation. Public sector organizations that successfully undertake digital transformation journey serve their customers better; become more competitive; and improve their financial performance. Significantly, they also improve their digital maturity levels. Using a case study design, this study explored the big data maturity status quo of the Tshwane metropolitan municipality. Data maturity assessments are needful in the public sector to assist them in digital technology adoption. Conceptually, the study used the Resource View (RBV) theory to understand the extent to which this city optimizes big data as a strategic resource for decision-making. The study also used the Dynamic Capabilities Theory (DCT) to explore the extent to which big data analytics is leveraged to enhance capabilities of the city to improve service delivery. In this regard, the study focussed on five themes, viz: (a) organizational vision and strategy, (b) customer relations management, (c) data-driven- decision-making, (d) data governance, and (e) deployment of industry 4.0 best practices and/or systems. Following a qualitative design, the researcher collected data from 20 managers, using two data collection strategies. First, a focus group discussion was used to collect data from 8 managers at operational management level. A purposive sampling method was used. Secondly, structured questionnaires were administered to 12 managers, of which 6 were middle management level, and 6 were top management level incumbents. The study finds that there is no common understanding regarding the vision and strategy for digital transformation in the city. Big data analytics is not optimally used for purposes of innovation, and operational and strategic decision-making. This study contributes by uncovering some of the challenges faced by public sector organisations as far as using data to drive decision-making is concerned. In this regard, the study also tables some of the remedies and interventions that can be embarked upon to undermine some of the key teething challengesItem Exploring the relationship between the factors of Digital Maturity(University of the Witwatersrand, Johannesburg, 2023) Nkomazana, Joice; Armstrong, BrianThis study examines the factors that influence digital transformation in South African organizations and explain their hypothesized relationships. Armstrong and Lee (2021), building on and synthesizing existing models of digital maturity, proposed a unified digital maturity model and further proposed a systems digital maturity model to understand these relationships. However, their model has not been directly empirically validated, including in the specific context of South African businesses. Therefore, the extent to which the same questions or factors apply in a South African business context remains assumed. Secondly, while the proposed systems model is intuitively compelling, the relationship between the factors is postulated rather than demonstrated. These factors are not independent, as one might – and in many cases will – impact the other. As a result, there is a lack of studies that disentangles business results from the other factors of digital maturity to see whether these factors can explain the business results. Accordingly, there is a need to examine the relationship between these other factors and business results. The research was quantitative and cross-sectional. An online survey using a self- administered questionnaire was issued to collect data from the sample from the 763 respondents drawn from the student database studying digital business management courses at the Wits Business School during the period 2019 to 2022. The study found out that the majority of the factors of digital maturity have a positive and significant relationship with each other. Moreover, these findings suggest that these factors are crucial to the success of a business, and they contribute to successful digital transformation and business results. However, the study also found a negative and statistically insignificant relationship between organization and governance and workforce enablement and performance, skills and workforce enablement and performance, Information Technology/ Information systems excellence (IT/IS) and workforce enablement and performance and Workforce enablement and performance and business results, whereas Investment and 3 innovation architecture and workforce enablement showed a negative and significant relationship. The implications of this research for managers are to inform practitioners of the significance of digital transformation and the factors that drive it. The study will also assist managers in developing risk management strategies that address the unique challenges digital transformation poses. The study will assist managers in differentiating their organizations from competitors by investing in digital abilities that improve agility, customer service, and innovationItem Exploring the digital maturity of a global engineering firm in the South African mining industry(University of the Witwatersrand, Johannesburg, 2023) Chaila, Benedict; Ochara, Nixon MugandaThe mining sector has long been perceived as a conservative innovation industry which is labour-intensive. However, this notion is rapidly changing, based on the sector's level of innovation and digital disruption. Studies show that digital technologies increase a firm's profits by 20% to 45%. Given this digital shift, most companies in the mining sector are investing heavily in digital transformation to drive growth and increase efficiencies. According to reports by Minerals Council South Africa and PwC, digital is becoming a game changer in the South African mining industry by increasing the use of innovative and latest technologies to run more efficient operations, improve health and safety, reduce maintenance and extraction costs, as well as bringing about skills improvement. Despite visible positive results, the South African mining industry's digital transformation journey has not been smooth. While some companies have successfully embraced digital transformation to enable sustainable business growth and efficiency, others have grappled with achieving the same results. The challenge for most organisations is to justify the massive investments by demonstrating the impact of digital maturity on the sustainable competitive advantage of their organisations. Therefore, this study aims to explore the effect of digital maturity on an organisation's sustainable competitive advantage through the lens of the dynamic capability theory. The literature review focused on digital transformation and maturity, sustainable competitive advantage and the dynamic capability theoretical framework. The research design method was qualitative; data collection was through semi-structured interviews with eight portfolio managers, five digital managers and the chief information officer selected from within the organisation. The data analysis was based on the thematic analysis process to deliver the initial codes, initial themes and the final themes emerging from the study. The study's findings demonstrate that mining organisations using dynamic capabilities (sensing, seizing and transforming) have a higher digital maturity, enabling the agility to scan and explore market and technology opportunities better than organisations with low digital maturity. They also have a high renewal and reconfiguration rate that poise them to successfully take advantage of the market and technology opportunities and respond to threats. Therefore, high level dynamic capabilities (sensing, seizing and transforming) offer a sustainable competitive advantage to an organisation in a changing market environment. However, mixed findings on the association between dynamic capabilities and organisation performance warrant further research. The first is the unclear conditions and the mechanisms under which dynamic capabilities affect organisational performance. Secondly, a detailed analysis of the high-level dynamic capabilities is required to establish the dynamic capabilities with the most effect on an organisation's sustainable competitive advantage.Item The influence of organisational learning on the digital maturity of South African banks(University of the Witwatersrand, Johannesburg, 2023) Benjamin, AngeliqueDue to technological advances influencing the financial services business, South African banks are investing billions of rands in learning. As a result of the fourth industrial revolution, the current unstable knowledge environment is reconfiguring the banking industry as we know it. The purpose of this quantitative study was to investigate the impact of organisational learning on the outcomes of digital maturity by investigating the relationship between internal and external knowledge acquisition tactics and digital maturity. Furthermore, the study analysed absorptive capacity's ability to moderate the influence of knowledge acquisition on digital maturity. According to the results of the study, South African banks are not yet reaping the benefits of their investment in knowledge acquisition because the new knowledge has not yet been incorporated at the organisational level. The study concluded that new knowledge that is not incorporated and combined with existing knowledge cannot positively influence digital maturity, nor can it increase potential absorptive capacity skills or moderate new knowledge that is not entrenchedItem Exploring the inhibitors of digital transformation in the South African Mining Industry(2022) Mistry, KamalWhile there is strong evidence for the drivers of technological disruption in the South African mining industry, understanding the industry's ability to transform digitally, including the adoption levels of digital technologies, becomes key in progressing its digital maturity. This qualitative research inquiry explores the concepts of digital transformation and digital maturity, its application to the South African mining industry, and identifies and explores the inhibitors of digital transformation based on relevant digital maturity and digital adoption models. The research study population is focused on the South African mining industry, which includes various stakeholders. The sampling frame of this research study centres on three key stakeholder groups: mine owners/operators, the mining workforce, and mining contractors, all of whom have a direct influence and impact on the digital maturity and transformation of the South African mining industry at large. Semi-structured one-on-one interviews are used for data collection due to their flexibility in allowing in-depth analysis. This research is based on the perspectives of 15 individuals that are interviewed based on their skills, experience, knowledge, and exposure to digital transformation within the South African mining industry. The unified model of digital maturity has been proven relevant and appropriate for organisations within the South African mining industry in pursuit of an increased level of digital maturity. The study acknowledges the current digital maturity, identifies an aspirational or to-be digital maturity, examines the resultant gaps between the two states of digital maturity, and proposes critical areas of improvement. The significance of this research is to identify and investigate the challenges and complexities involved in developing, implementing, and maintaining digital transformation programs in the South African mining industry, and incidentally, provide critical insights to accelerate the transformation process and increase the industry’s overall digital maturity thereby enabling safe, sustainable, and competitive mining that could reposition South Africa as a world leader in mining once again.Item Relationship between digital transformation and business performance of selected South African banks(2023) Okkers, John-PaulSouth African-based banks are committed to succeeding in the never-ending race towards Digital Transformation, driven by the ever-changing needs of customers. During the current time, digital maturity is a key indicator of Digital Transformation, with customer-centric business models, and increased profits amongst the toptrending focus areas of Digital Transformation in banking. The conundrum facing the South African banking industry, is the complexity presented by attempting Digital Transformation during a period when the rate of customer needs and technology change is increasing at an unpredictable pace, compounded by the impact of the Coronavirus disease of 2019 (COVID-19) outbreak. Digital Transformation remains unchartered territory, and with apparent gaps and flaws existing in current research on Digital Transformation of the South African banking industry. This study recognizes Digital Transformation as an area that exhibits continuous change, because of the race towards maximum profit-extraction from everchanging consumer needs and the use of technology is to radically improve the performance or reach of enterprises (Westerman, G., Bonnet, D., and McAfee, A., 2014). This study addresses gaps in current research on Digital Transformation in the South African Banking industry, using academic research methods, empirical evidence and fundamental data analysis to explore relationships between Digital Transformation and Business Performance of selected South African-based banks. Drawing from existing literature on Digital Transformation and accounting measures of Business Performance, relevant to the Business Performance indicators specified by Westerman, G., et al. (2014), specific to Banking this study focusses on Business Performance indicators that are common across the financial statements published by the South African-based banks who took part in the study, namely: Capital Adequacy ratio (CAR), Cost-to-Income ratio (CTIR), 3 Credit Loss ratio (CLR), Earnings Before Interest and Tax margin (EBITM), Fixed Asset Turnover ratio (FATR), Net Profit margin (NPM), Revenue per Employee ratio (RER), Return on Assets (RoA), Return on Equity (RoE). The study is based upon the Westerman’s Leading Digital Framework (see Appendix - I and Appendix – J) as it features direct evidence of links between Digital maturity and Business Performance, alluding to higher levels of Business Performance and profitability being achieved through the progression of Digital maturity. The unit of analysis for this exploratory study was the South African Banking industry, the sample within this is the individual Banks. The exhaustive approach towards statistical analysis presented challenges as the data analysis was performed with only 3 banks taking part in the study, this implies that although there were 29 responses, 14 for Bank A, 5 for Bank B and 10 for bank C, the sample was 3 as the unit of analysis was a bank. This is because CAR, CTIR, CLR, EBITM, FATR, NPM, RER, RoA and RoE, was only per bank and hence the analysis could not be done per survey respondent. On the basis that parametric analysis techniques generally requires a minimum of 30 samples, the study used non-parametric analysis techniques to explore for relationships and correlations. The analysis revealed that Digital maturity had a relatively weak and an insignificant impact on Business Performance. Thus the outcome of the study suggests that Business Performance as measured by CAR, CTIR, CLR, EBITM, FATR, NPM, RER, RoA and RoE cannot be used as a proxy for Digital Maturity in Banking overall, and further academic research is required to produce conclusive evidence on relationships between Digital Transformation and Business Performance.Item The influence of agile methodology on digital transformation: the case of a South African bank(2021) Daya, MayurThis study aimed to analyse the digital maturity level and understand the influence the Agile methodology has on digital transformation at Bank X. A quantitative study was conducted using primary data with a sample of 123 respondents that attempted the survey. Only 82 respondents successfully completed all four sections of the research instrument. An online survey, consisting of 165 questions, adopted a Likert scoring scale to capture the respondents' feedback. Linear regression, Spearman's Rho, descriptive statistical analysis, the MannWhitney test, the correlation test, and the Wilcoxon Signed-Rank test were used to analyse the data. The study found that no statistical differences were observed in the view of the impact of agile on digital transformation between the management and non-management groups. A positive correlation between Agile and digital transformation indicated that an increase in the Agile construct has an increasing effect on the digital transformation construct, confirming that Agile influences digital transformation. A further finding was that both Agile and digital maturity statistically significantly predicted the department's digital transformation. Finally, the Wilcoxon SignedRanks test indicated that respondents felt that the department's digital maturity level was higher than the hypothesised maturity level, Stage 3. Based on the digital maturity matrix in Appendix B, the maturity level was less than Stage 4; hence, a maturity level of Stage 3 has been assumed. The study verified that the department has adopted an Agile methodology; however, to attain an elevated digital maturity level, it is recommended that data still needs to be used efficiently to obtain valuable insights for targeted marketing, decision making and the generation of new value streams. It is further recommended that business processes are continuously reviewed, and management needs to be encouraged to take risks that do not have any associated reputational risks. The study's results are significant as they could assist the leadership team to achieve an enhanced digital maturity level with each Agile iteration.