Faculty of Commerce, Law and Management (ETDs)

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Now showing 1 - 9 of 9
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    Community Development as a stakeholder management strategy by a South African platinum mining company
    (University of the Witwatersrand, Johannesburg, 2024) Ntanzi, Lunga Nkosana; Mati, Jacob
    This qualitative study was aimed at understanding the effectiveness of CommunityDevelopment (CD) as a stakeholder management strategy in a selected South African (SA)platinum mining company. Secondary data that is readily available to the public fromcompany and governmental websites was used to code, categorise and attain themes foranalysis using Atlas ti software.The key findings of the study show that Community Development is a good tool forstakeholder management, but that Community Development spending is related to net profitafter tax and is above the legislated minimum of Community Development spending. Thereis however still evidence of increased protests and unrests indicating that not all the needs ofcommunities are addressed by Community Development initiatives. The implication thereofis for platinum mining companies to invest more in knowing which areas CommunityDevelopment spending should be channelled into to obtain good reciprocation fromcommunities, investors, the government, and other stakeholders.Future research surrounding Community Development and platinum mining could befocussed on finding ways in which Community Development spending can contribute toincreasing demand of Platinum Group Metals (PGM). This may be important in ensuring goodperformance of platinum mining companies with regards to the Triple Bottom Line (TBL)which measures performance looking at contributions to Profitability, contribution toPeople’s lives and contribution to the Planet/environment.
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    Vodacom’s Disaster Response Strategy to KZN Floods
    (University of the Witwatersrand, Johannesburg, 2024) Maake, Tshilidzi; Natto, Dinah
    This paper presents an analysis of Vodacom's Disaster Response Strategy implemented in response to the floods that struck the KwaZulu-Natal (KZN) region. The strategy encompasses a comprehensive approach focusing on effective leadership, stakeholder engagement, resilient infrastructure, advanced technology integration, adaptive processes, collaboration with municipalities, and key components of disaster response. Through community-based approaches, environmental sustainability, crisis communication, psychosocial support, logistics and supply chain management, legal and regulatory frameworks, ethical considerations, innovation and technology transfer, and cross-sectoral coordination, Vodacom aimed to enhance disaster response effectiveness, resilience, and sustainability. The paper highlights the significance of inclusive and participatory approaches, interdisciplinary research and innovation, resilient urban planning and design, education and capacity building, financial mechanisms and risk transfer, and knowledge exchange, humanitarian diplomacy and advocacy, and recommendations for future research. The analysis underscores the importance of continuous improvement, learning, and adaptation in disaster response and risk reduction endeavours, emphasising collaboration with municipalities and other stakeholders
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    Evaluating value created by the use of Competitive Intelligence among Small and Medium Enterprises in South Africa
    (University of the Witwatersrand, Johannesburg, 2021) Fadal, Muhammed Khalid; Mlotshwa, Semukele
    Competitive Intelligence (CI) is the ability to obtain, evaluate, and apply information about rivals, consumers, and other market elements to help a company gain a competitive edge. A direct relationship exists between organisations who conduct CI and the profitability of the business. Large firms in South Africa have proven that increasing their use of CI increases their competitive advantage. While research on the application of CI utilisation by large firms has been sufficiently documented, Small and Medium Enterprises (SMEs) in South Africa have not been subjected to the same level of study. This Business Venture Proposal aimed to determine the value created for firms that conduct CI in South Africa, with a focus on SMEs. The benchmark for value in this study is the increase in competitive advantage a firm may gain from using CI. Three independent variables, namely using formalised CI, sources of information, and building internal capacity, will be used to determine the change in value. This study will provide a proposed model for developing an independent CI service aimed at SMEs in South Africa. This will be done in the context of providing these firms with niche skills and services. Additionally, this will be provided in a convenient reporting application coupled to a remote consulting service. This study is quantitative and used surveys as an instrument to gather the required data. However, once the surveys were sent to the database through email and social media, the researcher had no control over who responded to the survey, and therefore probability sampling was used. Through statistical analysis, it was identified that firms that conducted formal CI could create additional value over firms that conducted the exercise informally or not at all. Firms showing a preference for secondary data sources, used an agile system, which combined both primary and secondary sources, with lesser important items using secondary data and more strategically important Key Intelligence Questions (KIQs) answered using primary data, returning the best reward. However, no support could be found for firms that invested in their own internal capacity to gather CI. While a positive linear relationship existed, it was statistically insignificant. Further research studies are required, aiming specifically at SMEs to better understand the CI application and appetite per sector. This would help identify the trends of each sector and provide a better overview of the adoption of CI in each sector. This would also help determine the value attributed by each sector to CI, as well as identify any underlying barriers that may be synonymous with a specific sector. It is also recommended that future studies measure the effect an intervention, including training of employees, has on the long-term value perception of CI. This can be further enhanced by measuring the competitiveness of the firm prior to the intervention and post the intervention after a specified period
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    Critical success factors for strategy implementation within the South Africa short-term insurance sector
    (University of the Witwatersrand, Johannesburg, 2023) Moloisane, Obakeng Mohanoe; Rangasamy, Logan
    The objective of this research is to determine a common set of considerations that underpin strategy implementation in the short-term insurance sector in South Africa. This paper will seek to analyse the factors which influence the successful implementation of strategy against the backdrop of these common considerations. This paper is split up into 5 chapters, with Chapter 1 providing a background to the study, context to the research question and highlighting the significance of the study. Chapter 2 consists of a literature review of all of the leading scholars on strategy implementation, highlighting the key conceptions of strategy implementation contained in the literature to date. Chapter 3 provides an explanation of the research methodology applied to the study, while Chapter 4 sets out the key findings drawn from the research conducted on the defined research population. Finally, Chapter 5 sets out an explanation of the key findings contained in Chapter 4, and concludes this paper by providing recommendations and areas for potential future research in the subject area
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    The influence of Digitalisation on Strategic Agility of a South African Mining Company
    (University of the Witwatersrand, Johannesburg, 2023) Mosena, Nthabiseng Nicolene; Solo, Mills
    A profound transformation in the way economic activities are perceived and controlled is currently unfolding. This transformation is primarily propelled by the advent of a flexible technological platform that serves as the foundation for the development of new business value chains and ecosystems. Digitalisation, which acts as the gateway to accessing this state-of-the-art infrastructure, carries profound implications for how organisations strategically evolve in response to changing environmental factors. Strategic agility has increasingly become a central factor in ensuring business survival within this context. While digitalization is an undeniable reality for businesses and plays a role in generating value, few studies have examined its impact on strategic agility and thus improving organisational performance in the mining sector. The role of digitalisation as a facilitator of strategic agility has sparked debates and discussions among scholars and industry professionals. Although some research indicates that digitalisation is the foundation of strategic agility, other perspectives dispute this assertion. Recognizing this disparity, the primary aim of this research was to investigate the relationship between digitalisation and strategic agility. In order to draw conclusions regarding this observed relationship, primary data was collected from individuals at the management level within a South African company, which was then meticulously prepared and analysed. The analysis was conducted using quantitativedata analysis. The study found that digitalisation empowers organisations with the tools, insights, and capabilities to enhance their strategic agility. By leveraging digital technologies, organisations can sense and respond to changes rapidly, make data-driven decisions, streamline operations, innovate, and deliver superior customer experiences. Embracing digitalisation has become essential for organisations to thrive in today's fast-paced and highly competitive landscape. After conducting an extensive examination, this research establishes that digitalization is positively associated with strategic agility and that collectively the variables are important predictors of organisational performance. The study concludes that organizations should adopt an iterative approach to digitalization, with clarity of purpose, strategically in order to efficiently attain control over their intended impact on strategic agility
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    An analysis of the execution of digital transformation strategy in a large petrochemical organisation in South Africa
    (University of the Witwatersrand, Johannesburg, 2023) Billett, Leelind Timothy; Fanny, Saruchera
    This research paper explored the implementation of digital transformation strategies in a South African petrochemical organization, focusing on the challenges, facilitators, and best practices for successful execution. The study sought to identify common pitfalls in digital transformation success, and solutions to overcome such. The methodology used in this study, which involved qualitative interviews with relevant stakeholders, was deemed appropriate for exploring the subjective experiences and perspectives of the interviewees on strategy execution. A sample population of 12 interview candidates were identified for their expertise and experience in digital transformation and digitisation implementations. The specific population of senior management and digital consultants responsible for interpreting digital transformation strategies was considered relevant and provides a targeted focus for the research objectives. A qualitative analysis tool Atlas. ti (Version 22) was used to analyse the data and derive codes and themes, which formed the basis of the findings and recommendations made in the research paper. The study revealed the importance of strategy execution in the petrochemical industry and identified key barriers and facilitative factors, which included end-user buy-in, resource allocation and executive support factors. The findings of this study reiterated the need for tailored strategies and approaches to implementation, as well as the importance of end-user buy-in and change management. Building on the insights gathered from the research, this paper proposed a framework for successful digital transformation execution, consisting of six interrelated factors: organisational approach, end-user buy-in, tailormade solutions, innovation, experimentation, and change management. The framework could guide organisations in executing their digital transformation goals more efficiently and effectively, taking into account the unique context and challenges faced by the petrochemical industry in South Africa. Overall, this paper highlights the importance of effective strategy execution in digital transformation initiatives, particularly in the petrochemical industry in South Africa. The proposed framework offers a practical guide for organizations seeking to achieve their digital transformation goals while contributing to the broader conversation around digital transformation strategy and execution
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    Leadership and strategy implementation at a commercial bank in Tshwane
    (University of the Witwatersrand, Johannesburg, 2022) Letsoara, Lehlohonolo; Matshapabala, M.DJ
    When companies are formed, they have visions and missions, which require the right leadership to achieve them. Leaders are those people in the driving seat of the missions toward the vision through the implementation of the organisational strategy. It can thus be said that strategy implementation success is a function of the leadership, how well people are motivated to deliver the objectives and the creation of a favorable environment to implement the strategy. This research was undertaken to assess the leadership and strategy implementation at a commercial bank in Tshwane. The research was conducted through the qualitative method, using virt u a l interviews that made use of thematic analysis. The results have revealed that there are numerous challenges in the implementation of strategic implementation. As the motivation of the employee in achieving their task, leadership was rooted in the nature of communications among employees at different levels. It was found the company, in order to achieve its strategy, should empower its people with skills development, and ensure that the level of commitment and accountability from all the human resources is acceptable. Covid-19 pandemic was found to be a serious disruption and has weakened the leadership; however, resilience, commitments and accountability were retained as the leadership enhancers in the organisation
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    The barriers to digital transformation in the Wits School of Oral Sciences
    (University of the Witswatersrand, Johannesburg, 2023) Dandawa, Donald; Ochara, Nixon M.
    Owing to changes in technology industries are going through digital transformation but in some instances, the digital transformation endeavours fail. This study focused on Wits School of Oral Health Sciences (WSOHS) with a view to understanding the barriers to digital transformation and proposing strategies for circumventing the barriers. The study used a combination of stakeholder theory and the status quo bias theory as the lens. Using quantitative research methods, stratified random sampling was used to select participants who included employees which added up to 245 and 218 student population. A total of 168 participants eventually took part in the research by completing a questionnaire. The responses where then analysed using SPSS, Various statistics which includes frequencies, measures of central tendency and dispersion as well as unadjusted ordinal logistic regression were calculated, and the study found out that lack of connection to strategy and execution and lack of collaboration across departments where the two major reasons why digital transformation was failing. The possible strategies that can be employed to make digital transformation a success include aligning on the why of digital transformation as well as preparing and dealing with culture change. Results of the unadjusted ordinal logistic regression analysis on factors associated with enabling digital transformation were that students, impact of digital transformation, extent of barriers, and intentions impact were significantly associated with digital transformation at the 5% significance level. The conclusion drawn from the study is that there is a multiplicity of factors that impeded digital transformation and that multipronged strategies need to be used to make sure that digital transformation initiatives succeed.
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    The relationship between digital transformation strategy and the performance of SMMEs in South Africa
    (2022) Rasenyalo, Dieketseng
    Small business growth is in the best interest of every nation as they are meant to contribute to employment creation, poverty alleviation, in turn one of the drivers of economic growth, therefore a study on SMMEs digital transformation is vital, especially in the 4th industrial revolution era. This study is set out to review the factors that affect digital transformation strategies of SMMEs, as well as the opportunities that are at SMMEs disposal to achieve digital transformation. This research is underpinned by Rogers’s theory (2016), which posits that digital transformation is not about updating technology but about the progression of strategic rationale to operate a business. This objective was achieved through qualitative data analysis, by interviewing and analysing data from selected SMMEs within the Gauteng province of South Africa. This study found that the factors that affect a digital transformation in SMMEs include; internet connectivity, technology applications, electricity and outdated skills of some officials. This study also found that opportunities available for SMMEs to deploy digital transformation are inherent in data usage, competition within the SMMEs cycle, business value, innovation and creativity as well as integrating customers into the business. Therefore, this study adds to the literature by proving that in order for SMMEs in South Africa to improve on performance, they need to enhance their business strategy by incorporating a digital transformation strategy. It is recommended that the government should step up in providing some of those factors identified by SMMEs, also that SMMEs should apply performance metrics, incentivize employees, collaborate with clients, and prioritise customers over profits to ensure effective performance and growth, especially in this digital era.