Organisational Ambidexterity, Dynamic Capabilities and the sustainability of South African Fintech platforms

Abstract

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.