i 
 

 

 

 

 

 

 

 

 Digitalisation of government services for service 

delivery: Case of The City of Ekurhuleni 

by 

Name: Luke Mhlonishwa Dhlamini 

Email Address: 2505222@students.wits.ac.za 

Student Number: 2505222 

Supervisor: Professor Tendani Mawela 

Faculty of Commerce, Law, and Management 

University of the Witwatersrand 

Johannesburg South Africa 

 

 

 

 

Research Report: Master of Management in the field of Digital 

Business. 

mailto:2505222@students.wits.ac.za


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ACKNOWLEDGEMENTS 

First and foremost, I express my gratitude to the Almighty God for His grace, blessings, 

and unwavering presence throughout my academic journey. I am deeply appreciative 

of the constant prayers and support from my wife and children. I extend my heartfelt 

thanks to Professor Tendani Mawela, my supervisor, for her consistent support and 

invaluable guidance during my research. Her dedication to mentoring, patience, and 

sincerity has been truly inspiring. It was a great privilege to conduct my research under 

her supervision, and I am profoundly grateful for her contributions to my academic 

growth. 

I am also thankful to the ICT department for granting me the opportunity to pursue my 

studies while working full-time. My sincere appreciation goes to my colleagues in the 

Edenvale ICT department for their assistance during my absence. I am grateful to all 

the individuals who generously spared their time to participate in my research. 

Furthermore, I would like to express my appreciation to my syndicate team (Group 1 

full time) for their unwavering support throughout our academic journey together. 

Additionally, I extend my thanks to LifeAssist (Pty) Ltd for their financial support, which 

made it possible for me to pursue this master's degree. 

 

 

 

 

 

 

 



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DEDICATION 

This report is dedicated to the Divine Being who provided me with the fortitude, insight, 

and comprehension during challenging moments, to Professor Tendani Mawela, my 

supervisor, whose commitment was remarkable, and to my beloved spouse and three 

children for their prayers, empathy, and unwavering backing. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



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Table of Contents 

ABSTRACT 1 

CHAPTER 1: INTRODUCTION 3 

1.1 STATEMENT OF PURPOSE 3 

1.4.1  HOW CAN DIGITALISATION IMPROVE SERVICE DELIVERY IN THE CITY OF EKURHULENI? 6 

1.4.2  WHAT ARE THE PERCEIVED BENEFITS OF DIGITALISATION? 6 

1.4.3  WHAT ARE THE CHALLENGES OF DIGITALISATION IN THE CITY OF EKURHULENI? 6 

1.4.4  WHAT ARE THE CRITICAL SUCCESS FACTORS FOR DIGITALISATION IN THE CITY OF        EKURHULENI? 6 

1.5  AIM OF THE STUDY 6 

1.6 RESEARCH OBJECTIVES / RATIONALE 6 

1.7 DELIMITATION / LIMITATION OF THE STUDY 7 

1.8 DEFINITION OF TERMS 7 

1.9 ASSUMPTIONS 8 

1.10  CONTRIBUTION OF THIS RESEARCH 9 

1.11.1  CHAPTER 1: INTRODUCTION. 10 

1.11.2  CHAPTER 2: LITERATURE REVIEW AND THEORETICAL FRAMEWORK 10 

1.11.3  CHAPTER 3: RESEARCH METHODOLOGY. 10 

1.11.4  CHAPTER 4: FINDINGS AND DISCUSSIONS. 11 

1.11.5  CHAPTER 5:  CONCLUSION AND RECOMMENDATIONS 11 

CHAPTER 2: LITERATURE REVIEW AND THEORETICAL FRAMEWORK 12 

2.1 INTRODUCTION 12 

2.2 DIGITALISATION DEFINITION 15 

2.3 PERCEIVED BENEFITS OF DIGITALISATION 16 

2.3.1 COST SAVINGS 17 

2.3.2 INCREASED TRANSPARENCY 17 

2.3.3 ACCESSIBILITY AND EFFICIENCY 18 

2.3.4 REDUCTION IN CORRUPTION ACTIVITIES 18 

2.3.5 CITIZENS AND STAKEHOLDER VALUE CREATION 18 

2.3.6 IMPROVED DECISION MAKING 19 

2.4.1 ICT INFRASTRUCTURE 20 

2.4.2 LEADERSHIP 20 

2.4.3 AVAILABILITY OF SKILLS AND TRAINING 21 

2.4.4 ORGANISATIONAL CULTURE 21 

2.4.5 POLICY GAP AND FRAMEWORKS 22 

2.5 CHALLENGES OF DIGITALISATION. 23 

2.5.1  DIGITAL LITERACY 23 



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2.5.2 LACK OF DIGITAL INFRASTRUCTURE 24 

2.5.3 CHANGE MANAGEMENT 25 

2.5.4 LACK OF FUNDING. 26 

2.5.5 DIGITAL DIVIDE 26 

2.5.6 INTEROPERABILITY AND LEGACY SYSTEMS 27 

2.6 GLOBAL ADOPTION OF DIGITALISATION 28 

2.6.1 CITY OF CAPE TOWN 29 

2.6.2  COPENHAGEN (DENMARK) 30 

2.6.3 THE CITY OF KIGALI (RWANDA) 31 

2.6.4 CITY OF EKURHULENI (COE) 31 

2.7 IMPLEMENTATION STRATEGY 32 

2.8 THEORETICAL FRAMEWORK 33 

2.8.1 DIFFUSION OF INNOVATION (DOI) THEORY 35 

2.8.2 TECHNOLOGY, ORGANISATION, AND ENVIRONMENT (TOE) THEORY 36 

2.8.3 INTEGRATING DOI AND TOE 38 

2.8.4 KEY LESSONS FROM THE LITERATURE  39 

2.9 CHAPTER SUMMARY 40 

CHAPTER 3: RESEARCH METHODOLOGY 41 

3.1 INTRODUCTION 41 

3.2 RESEARCH APPROACH 41 

3.3 RESEARCH DESIGN 42 

3.4  RESEARCH PARADIGM 43 

3.5      DATA COLLECTION METHODS 43 

3.6      POPULATION AND SAMPLE 44 

3.6.1 POPULATION 44 

3.6.2 SAMPLE AND SAMPLING METHOD 44 

3.7      PROCEDURE FOR DATA COLLECTION AND INSTRUMENT 45 

3.8 DATA ANALYSIS STRATEGIES AND INTERPRETATION 45 

3.9 POSSIBLE LIMITATIONS AND CHALLENGES OF THE STUDY 47 

3.10 QUALITY ASSURANCE 47 

3.11 ETHICAL CONSIDERATIONS 47 

3.12 SUMMARY OF RESEARCH METHODOLOGY 48 

3.13  CHAPTER SUMMARY 49 

CHAPTER 4: FINDINGS AND DISCUSSIONS 50 

4.1  INTRODUCTION 50 

4.2  DEMOGRAPHICS OF PARTICIPANTS 51 

4.3  ANALYSIS AND INTERPRETATION OF FACTORS. 52 



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4.3.1  PERCEIVED BENEFITS OF DIGITALISATION 53 

4.3.1.1  BENEFITS RELATED TO TECHNOLOGICAL FACTOR 53 

4.3.1.1.1  COMMUNICATION 53 

4.3.1.1.2  SCALABILITY 54 

4.3.1.1.3  SECURITY 55 

4.3.1.1.4  IT INFRASTRUCTURE 56 

4.3.1.2  BENEFITS RELATED TO ORGANISATIONAL FACTORS. 57 

4.3.1.2.1  TRANSPARENCY 57 

4.3.1.2.2  SERVICE DELIVERY 57 

4.3.1.2.3  AGILITY 58 

4.3.1.2.4  CULTURE CHANGE 59 

4.3.1.3  BENEFITS RELATED TO ENVIRONMENTAL FACTORS. 60 

4.3.1.3.1  NETWORK CONNECTIVITY 60 

4.3.1.3.2  INFRASTRUCTURE 60 

4.3.1.4  DOI FACTORS ON BENEFITS OF DIGITALISATION 61 

4.3.1.4.1  TRIALABILITY 61 

4.3.1.4.2  RELATIVE ADVANTAGE 61 

4.3.2   CHALLENGES OF DIGITALISATION IN THE CITY OF EKURHULENI 62 

4.3.2.1  CHALLENGES RELATED TO TECHNOLOGICAL FACTORS. 62 

4.3.2.1.1  NETWORK 62 

4.3.2.1.2  POLICIES 63 

4.3.2.1.3  SECURITY 64 

4.3.2.1.4  ACCESS 64 

4.3.2.2  CHALLENGES RELATED TO ORGANISATIONAL FACTORS. 65 

4.3.2.2.1  SKILLS 65 

4.3.2.2.2  LEADERSHIP 65 

4.3.2.2.3  POLITICS 66 

4.3.2.2.4  LABOUR 67 

4.3.2.2.3  BUDGET 67 

4.3.2.3  CHALLENGES RELATED TO ENVIRONMENTAL FACTORS. 68 

4.3.2.3.1  LITERACY AND USAGE 68 

4.3.2.3.2  LOAD-SHEDDING 69 

4.3.2.3.3  DIGITAL DIVIDE 70 

4.3.2.3.4  CRIME 71 

4.3.2.4  DOI RELATED CHALLENGES 72 

4.3.2.4.1  COMPATIBILITY AND LEGACY SYSTEMS 72 

4.3.2.4.2  COMPLEXITY 73 

4.3.3   CRITICAL SUCCESS FACTORS FOR DIGITALISATION IN THE CITY OF EKURHULENI 73 



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4.3.3.1  SKILL 74 

4.3.3.2  BUDGET 75 

4.3.3.3  LEADERSHIP AND MANAGEMENT SUPPORT 75 

4.3.3.4  GOVERNANCE AND POLICY 76 

4.4  FINDINGS 76 

4.4.3   CHAPTER SUMMARY. 77 

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS 79 

5.1  INTRODUCTION 79 

5.2  SUMMARY OF THE KEY FINDINGS 80 

5.2.1  BENEFITS 80 

5.2.2   CHALLENGES 83 

5.2.3   CRITICAL SUCCESS FACTORS 85 

5.3  ADDRESSING THE RESEARCH QUESTION. 87 

5.4  RECOMMENDATIONS 87 

5.4  RESEARCH CONTRIBUTIONS 89 

5.4.1  RESEARCHER’S CONTRIBUTIONS 89 

5.4.2  THEORETICAL CONTRIBUTIONS 89 

5.4.3  METHODOLOGICAL CONTRIBUTIONS 90 

5.4.4  PRACTICAL CONTRIBUTIONS 90 

5.5  LIMITATIONS AND FUTURE RESEARCH 91 

5.6  CONCLUSION 91 

 

 

 

 

 

 

 

 



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List of Figures       Page number 

Figure 1.1 Research outline…………………………………………………..09 

Figure 2.1 Literature review structure………………………………………12 

Figure 2.2:  Publication trends…………………………………………………14  

Figure 2.3:  Country publication trends………………………………………14 

Figure 2.4:  City of Ekurhuleni Levels of education…………………………23 

Figure 2.5  Digital Strategy Delivery………………………………………….32 

Figure 2.6.  DOI Theory…………………………………………………...........34 

Figure 2.7.  TOE Theory……….………………………………………………..36 

Figure 2.8.  DOI and TOE Framework………………………….…………..…37 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



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List of Tables       Page Number 

Table 1.1 Clarification of Terms…………………………………..…………11 

Table 3.1 Interpretivism benefits……………………………………………41 

Table 3.2 Thematic analysis process………………………………………..44 

Table 3.3 Summary of Research……………………………………………..47 

Table 5.1  Perceived Benefits Findings………………………………………79 

Table 5.2 Challenges of Digitalisation Findings……………………………82 

Table 5.3 Critical Success Factor Findings………………………………….87 

Table 5.4 Guidelines for Digitalisation Implementation………………….89 

 

 

 

 

 

 

 

 

 

 

 

 



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ABSTRACT 

The implementation of digital solutions presents numerous opportunities for both 

private and public organizations, aiming to enhance effectiveness, efficiency, and gain 

competitive advantage. While the private sector has already embraced digitalisation, 

the public sector has lagged in adopting technology. This study aims to highlight the 

benefits of digitalisation, identify the challenges hindering its adoption, and propose a 

framework for its implementation. Digitalisation is viewed as a means to enhance 

agility within organizations. South African municipalities and the public sector have 

faced widespread criticism from citizens regarding inefficiency and ineffectiveness. 

Therefore, many of these entities have initiated efforts to automate their services to 

enhance service delivery. Automating services and systems could have addressed 

criticisms of poor service delivery. However, this effort is hindered by unstable and 

unreliable networks, as well as a shortage of experienced personnel to oversee the 

digitalisation process. Consequently, South African municipalities often outsource 

many of their services to third-party companies through professional services to 

overcome these challenges. Despite the well-documented benefits of outsourcing 

digitalisation services, municipalities lack guidance on how to do so successfully. 

Insufficient research has been conducted on this emerging trend of digitalisation. 

Thus, this study aimed to formulate a model for the implementation of digitalisation in 

the city of Ekurhuleni. Employing a qualitative approach, data was gathered from the 

city's ICT department. Subsequently, qualitative analysis was conducted on the data 

obtained from middle and senior management. The findings revealed that 

organizational factors, either collectively or individually, exert a significant influence on 

the adoption of digitalisation. The analysis revealed that technological factors, 

including innovation characteristics and organizational readiness for technology, are 

significant determinants of digitalisation adoption. Environmental factors were also 

identified as influential in this regard. This study addresses the lack of literature on 

digitalisation adoption in municipalities and proposes a model that can guide further 

research in this area. Additionally, the developed model can inform decision-making 

processes regarding digitalisation adoption in government. Other cities can utilize this 

model to inform their own digitalisation strategies, thereby making a valuable 

contribution to practice and management. 



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Keywords: digitalisation, service delivery, digitization, infrastructure, network, digital 

divide, Information and communication technology.



 

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CHAPTER 1: INTRODUCTION 

1.1 Statement of purpose 

The Fourth Industrial Revolution (4IR) has created a scenario where business 

organisations are reconsidering their established methods of doing business and has 

in effect, also encouraged creativity, effectiveness, and flexibility in the face of rapid 

technological change. As noted by Mayer & Wegerle, (2021), the 4IR changes the 

status quo in society, businesses, and industries by introducing changes, which will 

affect the majority of businesses and also introduce new ways of performing work. 

Organisations and governments will have to find ways to align themselves with these 

new technologies. They will have to invest in knowledge and training to fully 

understand these new technologies. Additionally, change management must be at the 

centre to ensure proper change is made and it is successful.  

According to Statistics South Africa, the city of Ekurhuleni is mostly urban, with 99,4% 

of its population residing in urban areas ranging from non-formal dwellings to more 

well-off urban residential suburbs (COGTA, 2020). Based on this statistic, one would 

suggest that the level of technology adoption in the city is at its advanced stage, but 

the opposite is true. Larsson & Teigland (2019) highlights that adopting digital 

technologies can ensure that governments improve public accountability and public 

service delivery. This can be achieved through direct or indirect benefits. Direct 

benefits of digitising government services can improve the efficiency of how service 

delivery is currently being rendered. This could include lowering costs associated with 

delivery whereas indirect benefits of digitalisation ensure that there are improved 

services through strengthening feedback flows from users to service providers 

(Larsson & Teigland, 2019). 

Technology advancement in this era of the fourth industrial revolution can improve 

growth and improve operations in local government (Reddy, 2019).  Digitalisation in 

its nature not only involves the dynamic relationship between public services and 

clients but also incorporates how work in the public administration sector can be 

transformed (Andersson 2022). This is critical towards service delivery as citizens will 

have access to government processes digitally and it will ensure that governments 

meet their mandate to provide quality services to their citizens with minimal interaction 

with a human in the loop. Larsson & Teigland (2019) also argues that in the developing 



 

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world, digitalisation projects in the public sector have often fallen short of delivering 

expected results. This is because in many cases, these projects are not even 

implemented at all, and this gives challenges to the achievement of quality service 

delivery.  

Furthermore, strategy formulation and implementation play a pivotal role in ensuring 

value is extracted from digitalisation. The gap between strategy and implementation 

needs to be closed for the successful implementation of digital transformation projects 

(Correani, 2020). According to Correani (2020), digital strategy implementation is the 

way an organisation translates the strategy into a plan that describes a list of actions 

to be done. This is where the majority of South African Municipalities fail.  

This paper’s objective is to propose a framework for the effective digitalisation of 

government services toward supporting public service delivery in the city of 

Ekurhuleni. This comes from the understanding of the benefits and limitations of the 

digitalisation of government services for service delivery. There is a need therefore to 

come up with a framework for the implementation of digitalisation in government to 

ensure that the process is achieving the overall goal of service delivery to 

communities. 

1.2 Background of the research study 

The city of Ekurhuleni is currently on a low digital maturity level as most of its service 

delivery is rendered manually. There is an intense human interface. Since the advent 

of democracy, the cities in South Africa have been faced with challenges in delivering 

services to the people. Citizens expected more from the democratic government. Most 

of the challenges range from lack of service delivery, limited budget, and the lack of 

digital transformation to fast-track the speed at which service is being rendered. There 

is also weak governance and poor leadership (Reddy, 2019).  

Digital transformation is changing the way service delivery is being rendered by 

governments. Digital transformation or the use of technology has moved from just 

being an enabling tool to being an asset that the government can leverage to 

strengthen and reshape its strategy of meeting the needs of its people. The utilisation 

of technology in different cities is not uniformly adopted due to the uneven distribution 

of technology access. There is a huge digital divide which marginalises some sectors 

of communities due to the lack of easy access to digital services (Carlsson, 2023). 



 

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The process of manual service delivery opens the city to unethical behaviours. The 

introduction of digital technologies in government will transform the way service is 

being delivered. Introducing digitalisation refers to the bigger set of transformations 

and changes that are required to translate digitisation into organisational, social, or 

individual benefits (Lee, 2023).  

Digitalisation is becoming a mainstream of government reform that raises expectations 

in terms of improved public value delivered by the government, raising both the 

efficiency and effectiveness of public administration (Dobrolyubova, 2020). There is 

an appreciation of digital transformation in the private sector and the use of technology 

is being adopted quicker than the public sector. Citizens also expect the public sector 

to deliver services quicker and with improved value. Governments are therefore forced 

to change the way they offer services to their citizens. There should be an enhanced 

level of transparency, and satisfaction to the citizens (Mergela, 2019).  

Various benefits come with the implementation of digitalisation by the government. 

These benefits include citizen engagement and government efficiency. Service 

delivery could also improve if more services offered are being digitised. Automating 

and reducing the number of humans in the loop will also help to curb bribe-soliciting 

processes, and reduce bureaucratic procedures (Santiso, 2022). 

1.3 Research problem 

The upsurge of protests due to unsatisfactory services delivered by the city is the main 

reason it needs to relook at new ways of rendering services. Local communities all 

over the country started to protest progressively in 2004. This has been due to the 

government's failure to provide services like water, housing, sanitation, and electricity 

(Botes, 2018). Botes (2018) goes on to note that most of these protests happen as a 

result of not only the lack of speed at which the government provide services but also 

the poor quality of services and the selective nature of their service delivery. The 

implementation of digital transformation could prove to be quite an expensive 

expenditure for the government due to limited financial resources, but the lives of 

citizens will improve exponentially should the government successfully invest in digital 

transformation (Sabir, 2022). It is for this reason that we look at the digitalisation of the 

city’s services to improve service delivery and improve the citizen's quality of life. 



 

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1.4 Research question 

The primary research question is as follows: 

1.4.1  How can digitalisation improve service delivery in the City of Ekurhuleni? 

The secondary research questions are: 

1.4.2  What are the perceived benefits of digitalisation? 

1.4.3  What are the challenges of digitalisation in the City of Ekurhuleni? 

1.4.4  What are the critical success factors for digitalisation in the City of        

Ekurhuleni? 

1.5  Aim of the study 

The private sector is increasingly embracing digitalisation, but the public sector 

appears to lag behind. This study aims to explore the benefits, challenges, and key 

success factors of digitalisation in the city of Ekurhuleni, utilizing the Technology-

Organization-Environment (TOE) and Diffusion of Innovations (DOI) theories. The city 

of Ekurhuleni will serve as the case study for this research. 

1.6 Research Objectives / Rationale 

The implementation of digitalisation in the city is anticipated to deliver quality service. 

The study aims to achieve the following objectives: 

1.6.1  To outline outcomes and benefits of digitalisation for the City of Ekurhuleni and 

its citizens. 

1.6.2  To identify the challenges of digitalisation for service delivery faced by the City 

of Ekurhuleni. 

1.6.3  To identify critical success factors for digitalisation in the City of Ekurhuleni 

1.6.4  To propose a framework for effective digitalisation of government services for 

service delivery in The City of Ekurhuleni 



 

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1.7 Delimitation / Limitation of the Study 

Theofanidis (2019) defines delimitations as the limitations the author would not like to 

discuss in the study consciously. Delimitations are purposefully included in the study 

to act as boundaries that make it easy for the researcher to achieve the main 

objectives of the study. The study aims to develop a framework for effectively digitalise 

government services for service delivery in the City of Ekurhuleni.  

This was achieved through the use of a qualitative research approach to capture the 

experiences and opinions of participants towards the matter under investigation. The 

study focuses on the benefits of digitalisation and the culture of the city towards 

digitalisation. The research will concentrate on the ICT department. 

The scope of the study focuses on how the implementation of technology may improve 

service delivery in the city of Ekurhuleni. The study also looked at the digital divide 

that acts as a barrier for consumers to benefit from technology. It will focus on the 

Information and Communication Technologies (ICT) department as the enabler of 

other departments to render efficient service delivery in the city. The selected 

department is strategically positioned to adopt technologies that will benefit other 

departments. The integration of Information Communication Technologies and digital 

technology tools in the provision of service delivery plays an important role in 

improving the levels of effectiveness of Local Government service delivery operations. 

It is noted that the levels of effectiveness of these innovations encounter a lot of 

challenges (Davis, 2019). 

1.8 Definition of terms 

The table below contains some terms and definitions to assist the reader in 

understanding the recurring terminologies used in this study. 

TABLE 1.1: CLARIFICATION OF TERMS 

Terms Definition 

Digitalisation Refers to the bigger set of transformations and changes that 
are required to make that digitisation process work (Lee, 
2023). 

Digitalisation refers to the use of digital technologies and 
data that has been converted into digital form to impact the 
way work gets done and transform how customers and 



 

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companies engage to create new value (digital) and new 
revenue streams (Ashworth, 2020). 

 

Digitisation Is about the transfer of any information from a conventional 
analogue kind of storage to a digital one (Girrbach, 2021). 

Digitisation is the conversion of analogue to digital (Chapco-
Wade, 2018, p. 3). 

 

Digital divide The gap between communities and individuals in different 
geographical areas, lack of access to network, internet and 
ICT infrastructure, knowledge, and skills (Fang & Gill, Digital 
Divide: An Inquiry on the Native Communities of, 2022). 

Digital 
transformation 

Digital transformation is defined as a process aimed at 
enhancing an entity by instigating substantial changes to its 
attributes through the integration of information, computing, 
communication, and connectivity technologies (Vial, 2019) 

E-government E-government refers to the utilization of Information and 
Communication Technologies (ICTs) by governments to 
enhance access to and delivery of government services and 
operations for citizens. It can also be seen as employing 
technology to enhance public service delivery, 
communication capabilities, and to increase the efficiency 
and effectiveness of governments (Adam, 2020). 

 

Information and 
communication 
technology (ICT 

Information and Communication Technology (ICT) is the 
fusion of informatics technology with other related 
technologies, particularly communication technology 
(Ncamphalala & Vyas-Doorgapersad, 2022a). 

 

 

1.9 Assumptions 

It is assumed that there is employee acceptance of technology. The city is highly 

unionised, and labour-organised movements might have a different view on the 

implementation of digitalisation. There is also an assumption that the employees that 

were selected for the research sample are knowledgeable about digitalisation or aware 

of the digital transformation agenda taking place in government and some parts of the 

world. The researcher further assumes that the executive will make provision for 

budget availability to implement digital technologies.  



 

9 
 

Current organisational infrastructure can be easily integrated with new technology and 

there are adequate skills to support new technologies. According to Huang (2022), 

enhancing ICT infrastructure in a city may lead to the attraction of higher-quality labour 

for firms. Additionally, it can aid in cost reduction and enhance information 

transparency for firms, ultimately contributing to overall firm productivity. The City 

Executives and ICT department leadership will consider implementing and improving 

the organisation's maturity level to enable the process of digitalisation. 

1.10  Contribution of this research 

Below is a list of the anticipated contributions to the study: 

1.10.1 The research offers a framework for understanding the factors influencing the 

adoption of digitalisation in the City of Ekurhuleni. 

1.10.2 The study provides a framework for the adoption of digitalisation using the 

combination of Diffusion of Innovation (DOI) and Technology, organisation, and 

environment (TOE) theory. 

1.10.3 The research contributes to the understanding of strategy execution for 

digitalisation in municipalities. 

1.11  Research outline 

 

This research is divided into five chapters. To guide the reader on the structure and 

content of each chapter, an outline is presented along with a brief summary of each 

chapter. 



 

10 
 

 

Figure 1.1 Research outline 

 

1.11.1  Chapter 1: Introduction. 

This chapter provides an introduction and the background of the study. It also outlines 

the research problem to be addressed by this study, research questions to be 

answered, research objectives and delimitation of the study. The chapter also 

highlights the issues that necessitate the research in this area of digitalisation of 

services in the City of Ekurhuleni. A contribution that the study might make in the 

improvement of how service delivery is currently rendered in the city was also 

identified. 

1.11.2  Chapter 2: Literature Review and Theoretical Framework 

This chapter reviews literature on digitalisation, covering its benefits and 

implementation challenges in various cities. It compares global adoption rates, 

analyses critical success factors, and discusses strategies for improving service 

delivery through digitalisation. The chapter concludes with an overview of the 

theoretical foundations of the study, focusing on the DOI and TOE frameworks. 

1.11.3  Chapter 3: Research Methodology. 

This chapter details the research methodology used in the study, emphasizing the 

qualitative approach to examining digitalisation in the city of Ekurhuleni. It describes 

data collection methods such as Microsoft Teams meetings, in-person interviews, and 



 

11 
 

written responses, which were employed to ensure the reliability and validity of the 

findings. The chapter also discusses sampling techniques, participant selection, and 

data analysis.  

1.11.4  Chapter 4: Findings and Discussions. 

The chapter presents the results of data analysis and discusses each analysed 

component. It begins with a detailed examination of the participants' demographics, 

followed by an in-depth discussion of the findings. The chapter concludes with a 

description of the collected data results.  

1.11.5  Chapter 5:  Conclusion and Recommendations 

This chapter interprets the results and addresses the research question, the study's 

goal, and its objectives. It further synthesizes the study into recommendations, 

research contributions, and methodological, theoretical, and practical contributions. 

The chapter concludes by discussing the study's limitations and identifying gaps for 

future research to address. 

 

 

 

 

 

 

 

 

 

 



 

12 
 

CHAPTER 2: LITERATURE REVIEW AND THEORETICAL 

FRAMEWORK 

There are many challenges encountered in the implementation of digitalisation. They 

vary from financial constraints, leadership, infrastructure readiness, culture of 

government employees and corruption. Most municipalities in the country often run 

short of financial resources to implement digital technologies. There is also a huge 

gap in skills required for a successful implementation of digitalisation. This chapter will 

focus on digitalisation in detail and discuss its challenges and benefits towards service 

delivery. The views will be related to the benefits and enablers of digitalisation. The 

study also looks at the theoretical framework that underpins the study. 

Figure 2.1 below illustrates the literature review structure that will be followed in this 

chapter. 

 

Figure 2.1 Literature review structure 

 

2.1 Introduction 

The literature review is characterised as a systematic, explicit, and reproducible 

method employed to identify, evaluate, and synthesise the existing body of completed 

and recorded work generated by researchers, scholars, and practitioners (Fink, 2019). 



 

13 
 

Moreover, conducting a literature review serves as a valuable method for consolidating 

research findings to present evidence at a meta-level and identify areas requiring 

further investigation. This is an essential element in the development of theoretical 

frameworks (Luft et al., 2022; Snyder, 2019).  

A literature review can generally be characterized as a methodical approach to 

gathering and integrating prior research (Snyder, 2019). Digitalisation is an emerging 

trend influencing cities to adapt and improve digital capabilities in every aspect of 

service delivery. Globally it has enabled cities to overcome uncertainties and respond 

to developmental demands in an effective manner (Deepu and Ravi, 2021). Scholars 

have articulated that digitalisation is not about only technology adoption, rather, it is 

about the fundamental shift that occurs in a city’s strategic processes, knowledge and 

socio-technical approaches (Park and Saraf, 2016).  

As the city’s internal and external elements and their relationships become 

transformed by digital technology (Freitas Junior et al., 2020), it may, directly and 

indirectly, impact the development of the city Meng and Wang (2020) in developing 

countries, the uncertain impact of digitalisation on service delivery places the decision-

makers who need to determine the feasibility of investing and predicting the intended 

benefits of digital transformation in a challenging position. Although the influence of 

digitalisation has been documented in the literature (Matthess and Kunkel, 2020), it is 

unclear what and how to measure the impact of digitalisation on service delivery. 

The annual publications on digital transformation are presented in Figure 2.2. Annual 

publications have increased dramatically, indicating the growing academic interest in 

digital transformation. During the years between 2000 and 2002, annual publications 

were few due to the lack of concerns on digital transformation, digitalisation, and other 

urban problems within city development. However, annual publications gradually 

increased from 2003 to 2011. This reflects that more researchers began to pay 

attention to this field. It also echoes the global trend of digital transformation. In 

addition, with increasing awareness, more people began to embrace the positive 

effects of digital platforms, particularly in developing countries. 



 

14 
 

 

Figure 2.2: Publication trends: sourced from  

(Reis & Melão, 2023) 
 

The collective publications originating from a particular country can serve as an 

indicator of the academic focus and overall proficiency of that country in the respective 

research domain. Figure 2.3 illustrates countries where only the nationality of the first 

author is taken into account. The USA accounted for a majority of the papers. The 

United Kingdom is the second most productive country, while China is the third most 

productive country. South Africa was the leading African country in publications on 

digital transformation followed by Egypt. It is not surprising that the USA and China 

are the most productive countries as they have invested in ICT infrastructure and 

supporting research fields. 

 



 

15 
 

Figure 2.3: Country publication trends: sourced from (Rha & Lee, 2022) 
 

This section will look at the concept of digitalisation adoption in the public sector in the 

global context. The study will also discuss the benefits that come with digitalisation 

and explore the digital maturity of other cities globally.  

2.2 Digitalisation definition 

Digitalisation in simple terms refers to a process where analogue processes are 

ultimately discontinued in favour of the integration of a digital format to change a 

business model to generate income and opportunities for an organisation or 

government parastatal. Digitalisation also influences the preferences of citizens in their 

interactions with the public sector, seeking accessibility through digital channels 

available round the clock (Ruud, 2017). Digitalisation encompasses the capacity of 

digital technology to gather data, identify patterns, and facilitate more informed 

business decisions. It entails leveraging emerging digital technologies like social 

media, mobile devices, analytics, and embedded devices to drive substantial 

improvements in company operations (Marszalek, 2022). Lee (2023) refers to 

digitalisation as a bigger set of transformations and changes that are required to make 

that digitisation process work. Lindgren (2019) defines digitalisation as the application 

of digital technology to wider social and institutional environments, forming a 

sociotechnical process.  

Digitalisation within the economy or organizations broadly encompasses the 

digitization of business models, products, and services, as well as entire processes or 

their components. However, regarding processes, this doesn't always entail complete 

automation devoid of human intervention (Fleischmann, 2020). While there is a large 

number of studies on digitalisation there is, however, no general and universally 

accepted definition of the term. It is important to note that there are commonalities in 

all the definitions as they all incorporate and emphasize process, society, and 

technology. The definition that is most aligned with this research is the one suggested 

by Lee (2023): “…digitalisation is a bigger set of all transformations and changes that 

are required to make that digitisation process work”. 



 

16 
 

2.3 Perceived benefits of digitalisation  

Before looking at the benefits of digitalisation, we must distinguish between these 

closely related words, Digitisation, digitalisation, and digital transformation. Most 

literatures have used these words interchangeably even though their meanings are 

not the same. Digitisation, as defined by Bloomberg (2018), involves the conversion 

of analog information into binary code (zeroes and ones), enabling computers to store, 

process, and transmit the information effectively. Armstrong and Lee (2023) 

characterize digitalisation as encompassing the broader spectrum of transformations 

and changes necessary to enable the digitisation process. On the other hand, Vial 

(2019) defines digital transformation as a process focused on enhancing an entity by 

instigating significant changes to its attributes through the integration of information, 

computing, communication, and connectivity technologies. The terms "digitisation" 

and "digitalisation" are closely related and frequently interchangeable in various 

literature contexts. (Brennen, 2016). 

Digitalisation or digital transformation necessitates decision-makers to develop a 

digital vision outlining the rationale, strategy, and desired outcomes of the digitalisation 

process (Westerman and MacAfee, 2012). As a result, decision-makers may 

encounter uncertainties and risks as challenging aspects (Hai et al., 2021).  

Digitalisation’s influence or impact on organisational design elements and their 

performance due to the socio-technical nature of digitalisation. Digitalisation strategies 

and various urban elements are interconnected, highlighting that digitalisation alone 

may not comprehensively elucidate the intricate mechanisms through which it 

influences organizational performance (Park and Saraf, 2016).  

There are several studies (Brunetti et al., 2020; Liu et al., 2019) that refer to digital 

performance from different perspectives. For instance, performance has been the 

focus of discussing the impact of digital solutions on corporate sustainability 

transformation (Vial, 2021). A study by Hai et al., (2021) assessed the role of market 

value as a factor to influence digitalisation. While Feroz and Chiravuri, (2021) 

discussed process performance that would need to be in place for a successful 

transition to digitalisation (Zaoui and Souissi et al., (2020). Also, other studies have 

focused on other factors namely financial performance (Brunetti et al., 2020; Liu et al., 

2019), production performance (Vial, 2021), productivity (Hai et al., 2021) or 



 

17 
 

digitalisation investment (Westerman and MacAfee, 2012). Governments and public 

sector organizations are implementing digitalisation in their service delivery to reduce 

costs, enhance administrative efficiency, offer improved services to citizens and 

businesses, and enhance transparency in expenditure and decision-making 

processes (Ylinen, 2022). The benefits are outlined below: 

2.3.1 Cost savings  

Smart cities entail initial investment costs, yet their prime allure lies in long-term cost 

savings. By eradicating redundancies, identifying avenues for cost reduction, and 

optimizing workforce roles, municipalities can deliver superior services at reduced 

expenses, while addressing the unique needs of distinct groups within the population 

(Department of Cooperative Governance, 2021). Through the generation and analysis 

of vast quantities of citizen data, these emerging digital technologies have the capacity 

to establish public services characterized by simplicity, speed, security, and integrity, 

ensuring interactions between citizens and public authorities are devoid of corruption 

(Lindgren, 2019).  

Cities need to implement measures of digitalisation which will help citizens access 

government in the comfort of their homes because travelling to municipal offices is 

costly. There is also a huge possibility that the offices might be offline due to load-

shedding (temporary power outages) issues but a city that is digitalised will improve 

the lives of its citizens and save time and resources on travelling to city offices. 

Digitalisation works on a higher level than Digitisation; it enhances the competitiveness 

of an organisation through increased flexibility, wider market reach, transforming 

processes and products and lower operating costs (Low, Seah, Cham, & Teoh, 2022) 

2.3.2 Increased transparency  

According to Santiso (2022), e-government initiatives help to diminish corrupt 

practices by strengthening internal managerial controls, while e-participation fosters 

government transparency and accountability. Consequently, government digitalisation 

has facilitated and expedited efforts toward transparency, information accessibility, 

and open data. Notably, these factors have a more substantial impact on controlling 

corruption compared to bureaucratic professionalism, bureaucratic quality, and law 

enforcement measures. The advent of data mining, machine learning, sensor 

technology, and service automation presents new and forthcoming opportunities for 



 

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digitizing public service delivery. These technologies have the potential to reduce 

service lead times, enhance process transparency, and facilitate seamless service 

provision across organizations (Matheus et al., 2018). As per the World Bank, good 

governance encompasses two distinct roles: the economic function of the government 

in enacting policy reforms and the non-economic function, which includes aspects like 

transparency, accountability, and efficiency. (Nechba et al., 2022). 

2.3.3 Accessibility and Efficiency 

Citizens should have convenient access to government data and services, whether 

from their homes or elsewhere, using technology. Another impetus for the digitalisation 

of public services is the necessity to streamline internal processes within government 

organizations to enhance their efficiency (Lindgren, 2019). Prioritizing the significance 

of public service provision and accessibility is crucial in shaping government policies 

aimed at fostering social inclusion and ensuring social justice (Langford & Higgs, 

2010). 

2.3.4 Reduction in Corruption Activities 

Digitalisation emerges as a powerful tool in addressing corruption, according to 

Santiso (2022). Moreover, Santiso suggests that digitalisation contributes to 

enhancing the global anti-corruption efforts through the strategic utilization of data and 

the emergence of integrity analytics by technologically adept integrity institutions and 

oversight bodies. Adam et al., (2019) state that the deployment of digital technologies 

and AI solutions can support the fight against corruption in public procurement. Adam 

and Fazekas (2021) emphasized that new technologies and AI solutions introduce 

novel corruption risks, such as data poisoning or challenging-to-detect attacks, which 

must be addressed during the design phase. Additionally, their potential contribution 

to anti-corruption efforts should be weighed carefully when deciding whether or not to 

implement them. 

2.3.5 Citizens and Stakeholder Value Creation 

Bernhard et al. (2018) suggest a correlation between the level of digitalisation within 

a municipality and the perceived satisfaction among its citizens. They argue that 

increased digitalisation should enhance administrative efficiency and promote 

democratic values while fostering citizen inclusion. Jacob (2019) emphasizes the 



 

19 
 

importance of placing citizens at the centre of public service development and 

provision, treating them as customers. User satisfaction, therefore, plays a pivotal role 

in driving the adoption and utilization of e-government services. Globally, 

socioeconomic status has a significant role in determining the adoption of emerging 

technologies. Socioeconomic status can be evaluated by income and what is 

purchased with it, making it easier to examine in high-income countries. Still, this idea 

is difficult to apply to low and middle-income nations. Wells et al. (2014) studied the 

needs and assets for building infrastructure to reduce ICT disparities. The ICT 

infrastructure must be adaptable to meet short-, medium-, and long-term functional 

and spatial demands. Modularity and adaptability are both examples of flexibility. It 

facilitates adjusting to technological and epidemiological changes; as a result, it is an 

essential factor to consider while designing a service delivery implementation plan.  

Government facilities can improve efficiency by demonstrating the information types 

that must be handled and managed there. As a result, digitalisation can reduce the 

labour hours required to manually find the necessary information (Demirdöğen et al., 

2021). Leveraging digital technologies has the potential to enhance information 

security and offer citizens a standardized and user-friendly communication platform, 

enabling them to more effectively engage with public authorities (Ylinen, 2022). 

2.3.6 Improved decision making 

The success of a digital city hinges on its ability to actively engage and involve 

members of the local communities in decision-making processes. Citizen engagement 

through digital platforms, social media, and mobile applications fosters a sense of 

ownership and empowers citizens to actively contribute to the development of their 

city. Numerous studies have explored the positive impact of citizen engagement on 

urban development and social cohesion (Mendhurwar, S. and Mishra, 2021). 

2.4 Critical success factors for digitalisation. 

Critical Success Factors (CSF), refers to a concise set of key areas where achieving 

satisfactory outcomes ensures successful competitive performance for an individual, 

department, or organization (Ashworth, 2020). Milosevic and Patanakul (2005, p. 183) 

later proposed that CSF could be perceived as attributes, circumstances, or factors 



 

20 
 

that can exert a substantial influence on project success when appropriately sustained, 

maintained, or managed. 

2.4.1 ICT infrastructure 

ICT infrastructure encompasses the presence of computers, internet access, and all 

other related facilities associated with the utilization of ICT (Lomos et al., 2023). In this 

context, infrastructure can also refer to physical network connections like fibre cable, 

Unshielded twisted pair (UTP) cables and radio signal equipment. Undoubtedly, 

technology and digital infrastructure have been instrumental in addressing the 

significant challenges of our era. They serve as transformative elements, altering the 

landscape in profound ways (Gili, 2022). The failure of certain smart governance 

programs or their implementation at the local government level may stem from several 

critical factors, as noted by Doorgapersad (2022). These factors include a deficiency 

in digitalized infrastructure, strategies that integrate ICT into programs, and aligning 

them with the vision and mission of the municipality. Ncamphalala and Doorgapersad 

(2022) argue that a significant ICT infrastructure initiative in the city can lead to 

economies of scale in delivering municipal services by leveraging smart solutions such 

as enhanced CCTV coverage for community safety. 

2.4.2 Leadership  

The transition in leadership from traditional to digital arises from the imperative 

digitalisation of the workplace. Technological advancements enable remote work, 

offering significant cost-saving benefits compared to traditional offline work 

environments (Erhan et al., 2022). The importance of leadership is also emphasised 

by Arumugam (2023) when he alluded that leadership is important in providing a 

structure to incorporate emerging technology’s role in changing fundamental shifts in 

the organisation. Cities must invest or hire good leaders in ICT to drive digitalisation.  

Doorgapersad (2022) highlights that inadequate leadership can foster unethical 

behaviour, which in turn hampers the smooth adoption and support of smart 

governance programs. Corruption and nepotism further exacerbate the situation, 

hindering the appointment of competent personnel to key positions responsible for 

driving ICT adoption and implementation. The influence of leadership is tied to a 

visionary outlook aimed at achieving improved future outcomes. Leaders serve as 

catalysts for change, promoting transparency and democracy within the organization, 



 

21 
 

fostering trust among employees, and fostering a sense of unity to drive company 

advancement (Pacolli, 2022). Leadership competencies are crucial in navigating 

digitalisation for successful transformation projects. As the public sector aims to 

transition towards a future digitized state, the objective of digitalisation is to achieve 

better outcomes with fewer resources and enhance resource productivity (Ruud, 

2017). 

2.4.3 Availability of skills and training 

The Local Government Sector Education and Training Authority (LGSETA) states that 

South Africa has established multiple legislative and policy frameworks to regulate and 

enhance skills development, both at a general level and specifically within municipal 

domains, but the skills mismatch still exists. To effectively implement digitalisation, 

having individuals with the appropriate skills and capabilities in strategic positions is 

crucial. It's not solely about the technology; the people factor plays a significant role in 

making a city "smart." Thus, municipalities need to broaden their investments beyond 

technology and data to include investment in human resources. While it may be 

feasible to upskill or retrain existing staff in some cases, in others, hiring individuals 

with specific competencies may be necessary. 

The possibility of certain skills becoming redundant because of the implementation of 

digitalisation should be carefully considered (Department of Cooperative Governance, 

2021). Mittal (2020) emphasizes the importance for governments to effectively 

organize themselves and ensure they possess the necessary skills to leverage new 

digital tools. Collaboration and interaction with citizens, society, and businesses are 

crucial aspects. Digital transformation of governments is essential to cater to digital 

societies and economies. To achieve this objective, governments must view data 

capabilities and skills as strategic components in their endeavours to modernize public 

sector services. 

2.4.4 Organisational Culture 

As highlighted by Peter Drucker's "Culture Eats Strategy for Breakfast” this affirms the 

importance of culture in the public sector and private sector or any business. The 

organisation's performance is based upon the contribution of a strong culture which 

leads to a strong association between performance and management. Culture is 

reflected in the social behaviours and norms found in specific societies. As one of the 



 

22 
 

central concepts in management, culture encompasses a range of phenomena that 

are transmitted through social learning (Huang et al., 2019) furthermore Huang et., 

(2019) state that in the consideration of technology acceptance, culture should be 

highlighted as the most important factor.  

 

As emphasised by Andriole (2020), the success of digital transformation hinges on a 

profound understanding of an organisation's culture. According to Ruud (2017), 

successful change and realization of expected benefits in the public sector hinge on 

utilizing technology, fostering innovation capabilities, and implementing digitalisation 

through digital transformation projects. However, the public sector's deep-rooted 

cultural and legacy structures pose significant challenges, as culture is often the most 

resistant to change. This complexity makes achieving success with digital 

transformation projects in the public sector particularly challenging. Fitzgerald et al. 

(2013) stress that deep-seated attitudes of fear and ignorance hinder digital 

transformation in organizational cultures. 

2.4.5 Policy gap and frameworks 

De Coning and Wissink (2011) stated that the distinction between policy and practice 

is a recurring theme in policy discussions, particularly in nations where implementation 

is a focal point in the literature. Madue (2000) points out that policy gaps in South 

Africa underscore the government's difficulty in aligning aim with outcome and rhetoric 

with practice. A policy gap occurs during the implementation phase when there is a 

discrepancy between the expected outcomes of a policy and the actual results 

perceived (Brynard, Cloete and de Coning, 2011). In a program titled "Closing the Gap 

between Policy and Implementation in South Africa," Khosa (2003:49) observes that 

disparities between public policy and implementation stem primarily from unrealistic 

policies and insufficient managerial skills. Additionally, the author identifies a dearth of 

people-driven processes and inadequate coordination across various government 

sectors, significantly impeding policy implementation and negatively impacting service 

delivery. Some challenges hinder the implementation of digital transformation in the 

city. Doorgapersad (2022) identifies various challenges hindering cities from fully 

transitioning into smart cities, including inadequate ICT policies, improper policy 

implementation, and a lack of capacity and skills for policy execution. Consequently, 

the implementation levels of ICT and smart governance in municipalities are deemed 



 

23 
 

unsatisfactory. To address these issues and effectively achieve smart city status, 

policy recommendations are essential. 

2.5 Challenges of Digitalisation. 

The concept of smart cities has gained significant attention worldwide, including in 

South Africa. However, many developing countries, particularly those in the Global 

South like South Africa, face challenges in realizing the vision of smart cities. These 

challenges include financial constraints, lack of necessary skills, and inadequate 

infrastructure. As a result, achieving smart city status remains a distant goal for most 

developing countries in the South (Koekemoer, 2022). The following note several 

challenges highlighted in the literature about the challenges faced by the 

implementation of digitalisation. 

2.5.1  Digital literacy 

Digital literacy refers to an individual's capacity to locate, assess, and convey 

information through the use of typing or digital media platforms. Initially centred around 

basic digital skills and computer literacy, the concept has evolved to encompass 

networked devices such as the World Wide Web and social media platforms. Digital 

literacy encompasses the competencies necessary for active participation in a 

knowledge-based society. It involves proficiency in utilizing digital devices like 

smartphones, tablets, laptops, and desktop PCs for communication, expression, 

collaboration, and advocacy. This includes acquiring knowledge, skills, and 

behaviours essential for effective digital engagement (Mulla 2023). Despite having 

access to technology, individuals with poor general and technological literacy often 

face limitations in its use. This issue is exacerbated for women and the economically 

disadvantaged. In countries like India, a significant number of women rely on their 

husbands for technological tasks due to barriers in device and textual literacy 

(Balasubramanian et al. 2010). 

 

 

 

 



 

24 
 

 

 

 

 

 

 

 

Figure 2.4: City of Ekurhuleni Levels of education 
Source: Statistics South Africa 2022 

Helena (2022) highlights that the state of infrastructures like ICTs and digital literacy 

skills poses a significant barrier to digital literacy, primarily due to insufficient funding 

for libraries. This lack of funding impacts the provision of ICTs and contributes to digital 

illiteracy within communities. Moreover, Helena emphasizes the crucial role of library 

services in fostering digital literacy and sustainable development. Ruud (2017) further 

emphasizes that inadequate access to computers and internet connectivity could 

undermine both digital literacy and sustainable development efforts. 

2.5.2 Lack of Digital Infrastructure 

Khisro (2021) emphasizes the public sector's tendency to under-invest in the 

modernization of digital infrastructure, which is a vital element for the development of 

smart cities. Digital infrastructure, referring to physical assets necessary for 

technologies like digital communication, computing, and data storage, plays a vital role 

in enabling smart city development. The Department of Cooperative Governance 

(2021) underscores the necessity of digital infrastructure for collecting, centralizing, 

and analysing data to derive actionable insights. However, Doorgapersad (2022) notes 

an existing gap in strategically implementing ICT policies and ensuring adequate ICT 

infrastructure and resources. Moreover, he stresses the importance of extending ICT 

infrastructure to reach residents in geographically remote or rural areas, enabling them 

to access smart services.  

Access to technology and technological infrastructure is essential for ICT innovations 

in e-governance and service delivery, but many developing countries face challenges 



 

25 
 

with coverage and reliability. The integration of technology into education, especially 

in marginalized areas, is hindered by inadequate supporting infrastructure such as 

devices and connectivity, as noted by the Asian Development Bank (ADB) in 2012 and 

the World Bank in 2010. Even for those with access, limited general and technological 

literacy restrict usage. These challenges are exacerbated for women and the 

economically disadvantaged, particularly in countries like India, where many women 

rely on their husbands due to barriers in device and textual literacy (Balasubramanian 

et al. 2010). 

2.5.3 Change management 

Change management encompasses various approaches aimed at preparing and 

assisting individuals, teams, and organizations in navigating transitions or 

transformations in goals, processes, or technologies (Pacolli, 2022). It is an outcome-

focused methodology designed to minimize resistance to organizational change 

(Malhotra, 2019). A change management model acts as a guiding framework to 

facilitate change efforts by outlining specific processes and steps to follow. It illustrates 

the various factors influencing change and identifies the levers used to succeed in the 

change management process (Errida, 2021). Pacolli (2022) states that in public 

institutions, organisational change is imperative for appreciating the benefits of 

digitalisation and change management is a substantial factor in the digitalisation 

journey.  

Change management efforts often lack a leader who can effectively make sense of 

the change, communicate it, motivate the change team, empower individuals, and 

develop change management plans encompassing communication, resistance 

management, training, and coaching (Errida, 2021). The change management 

process refers to the sequence of steps or activities that a change management team 

or project leader follows to apply change management to a project or change (Kuzhda, 

2016). Kuzhda further emphasises that managing resistance to change is an important 

part of the success of any change in any organisation. Diener et al. (2021) argue that 

employees need to be engaged in the change process and equipped to adapt to 

digitalisation and its associated innovations. Ruud (2017) asserts that digitalisation 

necessitates a reorganization of how public sectors function and provide services. To 

effectively navigate digital transformation, activities such as change management, 



 

26 
 

change initiatives, and transformation projects are essential, as emphasized by Ruud 

(2017). 

2.5.4 Lack of funding. 

Doorgapersa (2022) suggests that the city should prioritize ICT plans and programs 

more prominently when budgeting for its service delivery components. This approach 

entails municipalities giving equal and deserved importance to ICT initiatives, ensuring 

smooth implementation without resource-related challenges. In e-government 

implementation, particularly in service delivery sectors like health and education, the 

funding model and costs incurred throughout the process significantly impact 

sustainability levels, as noted by Bwalya and Mutula (2014). Insufficient financial 

resources and inadequate cost-benefit analysis can hinder investment flow at 

necessary levels, potentially derailing future e-government service delivery 

implementation and innovation efforts. 

Numerous e-government projects in developing nations have faltered due to the 

replication of funding models from developed countries. To ensure sustainability, 

emerging funding models advocate for self-sustaining implementation through 

effective business models, incorporating a blend of public-private partnerships and 

diverse revenue sources. This perspective is supported by Bwalya and Mutula (2014), 

Lemaire (2011), and Shuvo et al. (2015). Furthermore, informed design strategies for 

monitoring and evaluation, as well as context awareness, are crucial complements to 

these funding models. 

2.5.5 Digital divide 

The digital divide represents the gap between those who have access to modern 

information and communication technology (ICT) and those who do not, 

encompassing individuals, households, businesses, and geographic areas. While 

affordability of technology is often a focus, the lack of skills, opportunities, and 

confidence can also widen this gap (Department of Cooperative Governance, 2021).  

Digitalisation is reshaping culture, individuals, and society worldwide, impacting 

various aspects of human activity and creating new forms of interaction. However, 

there exists a generational gap in technology uptake, ease of use, and access, leading 

to a digital divide with further societal and cultural implications (Elena et al., 2020). 



 

27 
 

Access to Information and Communications Technologies (ICTs) and their potential 

benefits are unevenly distributed across different demographics and geographies, a 

phenomenon known as the digital divide. This disparity in digital access can lead to 

digital exclusion among certain groups (Otioma, 2019). The issue of the digital divide 

is not a new phenomenon.  

The term "digital divide" originated in the 1990s to describe discrepancies in access 

to information and communication technology (ICT). Initially, it primarily concerned 

differences in computer access, but has evolved to encompass broader aspects 

beyond physical access. The focus has shifted to disparities in Internet access, 

recognizing its significance as a vital tool for human civilization (Fang, et al., 2022). 

There are many views of digital levels, (Lee, 2023). Armstrong and Lee further state 

that there are three levels which include access, usage and skills and outcomes. They 

cite Van Dijk (2005) who states that the first level of digital divide is access, and Van 

Dijk alludes that the first level focuses on the disparity in access to information 

technology.  

2.5.6 Interoperability and Legacy Systems 

Interoperability is a significant challenge in asset information management. It involves 

integrating and exchanging data between different systems, which can be complex 

and time-consuming. The lack of interoperability leads to fragmented data and hinders 

efficient asset management and decision-making processes. Challenges stemming 

from outdated systems are significant, particularly in the complexity of updating them, 

especially when integrating new technologies (Fitzgerald et al., 2013). Overcoming 

these challenges is crucial for cities to leverage digitalisation and achieve effective 

asset information management. Kawamoto et al. (2021) discuss the challenges of 

establishing interoperable electronic record innovations, emphasising the need for 

multidisciplinary collaboration.  

However, there are gaps in research regarding the impact of information access and 

interoperability, cost-effectiveness, implementation challenges and best practices. 

Further research is needed to understand the benefits, challenges, and effective 

strategies related to interoperability of data. Facilitating seamless information 

exchange among disparate systems throughout the city is crucial for effectively 

designing e-government service delivery platforms, as emphasized by Bwalya and 



 

28 
 

Mutula (2014). Achieving this requires highly integrated and interoperable systems 

that are not only relevant but also feasible within the local context. 

To ensure effective implementation, it is essential to establish and adhere to open 

standards, as advocated by Bwalya and Mutula (2014), Fishenden and Thompson 

(2013), and Haas (2016). Fishenden and Thompson (2013) propose that future public 

services will rely on global, internet-enabled digital platforms with two crucial technical 

and commercial characteristics. Firstly, the adoption of open standards and 

architectures will enable governments to remain technology- and vendor-neutral. 

Secondly, the proliferation of open standards and increased market options will drive 

innovation and gradual convergence towards more affordable, standardized "utility" 

public services.  

The adoption of open standards could facilitate the dismantling of traditional siloed 

technologies and services, fostering an innovative and cost-effective marketplace for 

these services, as suggested by Estrin and Sim (2010), Fishenden and Thompson 

(2013), and Tomlinson et al. (2013). Bwalya and Mutula stress the pressing need for 

the development of context-aware interoperability frameworks, given the absence of 

globally agreed semantics to support such endeavours. However, despite this 

urgency, the literature on digital transformation in developing cities indicates a lack of 

concerted efforts to enable interoperability and establish a robust platform for the 

exchange of accurate and reliable information. 

2.6 Global adoption of digitalisation 

Studies indicate that while some cities recognize the value of ICT in e-governance and 

are open to its adoption, they may feel they lack the capacity and authority to address 

integration challenges. Conversely, other cities may resist ICT integration, perceiving 

it as increasing their workload. Bladergroen et al. (2012) found that both developed 

and developing countries face significant challenges due to a lack of trained 

employees, although developed countries tend to have more technical staff. 

Resistance to change and the absence of a cohesive organizational strategy are 

common challenges across countries regardless of economic status. Additionally, 

issues such as resistance to new technologies, the need for research on e-governance 

benefits, and incentives for enhancing use and compliance are crucial, as highlighted 

by Lluch (2011). 



 

29 
 

Globally, socioeconomic status has a significant role in determining the adoption of 

emerging technologies. Socioeconomic status can be evaluated by income and what 

is purchased with it, making it easier to examine in high-income countries. Still, this 

idea is difficult to apply to low- and middle-income nations. Wells et al. (2014) studied 

the needs and assets for building infrastructure to reduce ICT disparities. The research 

describes the participatory methods used to build and implement a needs and assets 

assessment and implementation plan, as well as the partnership activities that resulted 

in the infrastructure for the network. The network requires continued dedication from 

the institutions and institutional leaders, ongoing engagement and participation 

activities, and efficient coordination and communication centred on team science 

objectives.  

This section demonstrates how the City of Ekurhuleni is positioned regarding digital 

adoption in comparison with other cities globally. We interrogate literature on three 

cities. City of Cape Town, Copenhagen in Denmark, and Kigali in Rwanda East Central 

Africa. The comparison seeks to show the digital maturity of the City of Ekurhuleni 

against the three other cities by using Westerman’s representation of the digital 

maturity model. Westerman’s Digital Maturity Model proposes a framework that 

comprises two dimensions, namely, Digital Capabilities, and Leadership Capabilities. 

Digital Capabilities relate primarily to the application of digital technologies in core 

organisational functions and processes and include the factors of digital transformation 

of the customer experience while Leadership capabilities focus on behavioural 

processes like ways of acting, feeling and thinking. There is also an emphasis on how 

leaders can develop their communication, negotiation, conflict resolution, and 

decision-making skills to forge an identity and accomplish organisational objectives.   

2.6.1 City of Cape Town 

The City of Cape Town metropolitan municipality is situated within Cape Town, which 

is in the Western Cape province of South Africa. Cape Town is the second-largest city 

in the country, with a population of 4.4 million people, and it serves as the legislative 

capital of South Africa, according to Stats SA (2011). The City of Cape Town is taking 

bold steps to transition its local government into the digital era, with Mayor Geordin 

Hill-Lewis expressing ambitious goals. Over the next decade, the city plans to allocate 



 

30 
 

nearly R15 billion to ensure that all aspects of government operations are digitally 

transformed, with a focus on prioritizing digital initiatives. 

The mayor went on to declare that the allocation would ensure they could capitalise 

on their position as a tech capital (Mzekandaba, 2022). Cape Town, South Africa, is 

renowned for its easily accessible, dependable, and high-speed Wi-Fi, making it the 

second-ranked city in Africa for internet speeds. Cape Town's status as one of Africa's 

prominent digital cities has been widely recognized (Brandstories, 2021). According to 

the article, the City of Cape Town is consistently enhancing telecommunications and 

technology infrastructure in both provincial and local government areas. 

2.6.2  Copenhagen (Denmark) 

Copenhagen, the largest city in Denmark, boasts a population of around 600,000 

within its city limits and nearly 2 million in its greater metropolitan area. Renowned for 

its technological advancements and high quality of life, the capital garnered global 

recognition in 2014 when it clinched the esteemed World Smart Cities Award in 

Barcelona for its innovative urban concept, "Copenhagen Connecting." This accolade 

underscores the city's commitment to leveraging technology to enhance its 

infrastructure and services, further solidifying its status as a pioneering smart city 

(Doody et al., n.d.). Sundsgaard, (2021) claims that Denmark is known for its level of 

progress in the digitalisation of public administration and ranks very high in European 

comparison (European Commission, 2020a).  

Denmark stands out as a global leader in public sector digitalisation, consistently 

ranking at the forefront of various reports and surveys. Sundsgaard (2021) highlights 

Denmark's remarkable achievements in this area, noting that it boasts the highest 

utilization of digital services within the EU and enjoys some of the highest levels of 

citizen satisfaction with public services worldwide. The Danish Government serves as 

a prime example of successful public sector digital transformation, showcasing how 

embracing digitalisation can lead to significant advancements in service delivery and 

citizen engagement. An exemplary illustration of mobility-related innovation is the 

Copenhagen Intelligent Traffic Solutions (CITS) platform. CITS comprises a network 

of Wi-Fi access points capable of geolocating Wi-Fi-enabled devices on city streets 

while maintaining privacy safeguards. 



 

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The data collected by the system allows officials to monitor traffic conditions in real-

time and inspires the development of transport-related tools and applications. 

Copenhagen Intelligent Traffic Solutions (CITS) exemplifies the Danish approach to 

tripartite collaboration among universities, businesses, and government entities. 

Furthermore, Copenhagen has emerged as a thriving hub in the high-tech startup 

ecosystem (Copenhagen-Smartcities-the-Sustainable-Program-Six-Leading-Cities-

Soreport-2021-2[4], n.d.). In Denmark, municipalities possess significant authority and 

resources to initiate smart city initiatives, backed by 50% of the national public budget. 

This has led to over half of Denmark's municipalities undertaking various smart city 

projects, with several earning international acclaim for their innovation and 

effectiveness (Doody et al., n.d.). 

2.6.3 The City of Kigali (Rwanda)  

Kigali, the capital of Rwanda and its economic centre, is determined to overcome 

economic and social challenges through innovative strategies. Nestled amidst rolling 

hills and valleys, Kigali has earned the nickname "The Silicon Valley of Africa," 

indicating its aspirations for technological advancement (Pelikh, 2022). However, the 

successful development of Kigali as a smart city hinge on essential factors such as 

connectivity infrastructure, private-sector investment, and expertise. Ensuring a high 

level of security throughout the digital transformation process is also crucial, given the 

sensitive nature of the information involved and its impact on city operations (Inmarsat, 

2017). Rwanda's ambitious plans include the construction of a $420 million innovation 

park in Kigali, known as Kigali Innovation City (KIC), with the aim of establishing the 

country as East Africa's premier tech and business hub. This government-led initiative 

seeks to foster a high-tech ecosystem centred around innovation and talent.  (Rwanda 

Cultivates Tech Credentials ProQuest Document Link, 2023). 

2.6.4 City of Ekurhuleni (CoE) 

The City of Ekurhuleni (CoE) was established in 2000 through the amalgamation of 

two prior regional entities: Kyalami Metropolitan and the Eastern Gauteng Services 

Council (Ncamphalala & Vyas-Doorgapersad, 2022a). As a Category A municipality, 

it is tasked with providing community services to the residents of Ekurhuleni and 

nearby areas. Renowned as the home of the Aerotropolis, it serves as a focal point for 



 

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manufacturing and industrial advancement in South Africa (Mahlaule & Maasdorp, 

2022). 

The integration of ICT in governance is pivotal for enhancing the exchange of 

information and knowledge among government, citizens, and businesses 

(Ncamphalala & Vyas-Doorgapersad, 2022). As part of the CoE Growth and 

Development Strategy 2025, emphasis is placed on establishing an ICT infrastructure 

and advocating for broadband provision in key high-tech hubs such as the OR Tambo 

International Airport area. Collaboration with neighboring cities like Tshwane and 

Johannesburg is envisioned to promote the concept of a smart province, attracting ICT 

investment and development to the region. South African municipalities are embracing 

ICT initiatives to streamline service delivery, necessitating the introduction of e-

government services. With adequate resources and training, municipalities aspire to 

elevate their status as smart cities (Ncamphalala & Vyas-Doorgapersad, 2022b) 

2.7 Implementation strategy 

A strategic plan serves as a communication tool outlining an organization's goals and 

the necessary actions to achieve them. In public organizations, strategic planning 

facilitates timely decision-making, rational management of limited resources, improved 

service delivery, and enhanced customer satisfaction (Dlamini, 2019). Enterprises 

must go through two preceding processes while implementing digital transformation.  

The first step in the Digitisation process is to convert all paper or analogue data within 

an enterprise into digital format. The second process is digitalisation, that is, to 

upgrade the digitalisation level of enterprises by fusing information technology with 

digital technology, then improve the operating performance of organisations, and 

heighten customer experience (Salazar-Arrieta et al., 2023). Despite the progress that 

has been made in digital strategy formulation, some obstacles remain: these include, 

for the most part, the reason for the new strategy for the development of digitalisation 

by 2025.  

Key challenges in digital transformation include the absence of an integrated vision 

and regulatory limitations hindering effective implementation and widespread use of 

digital platforms (NechbAa, 2022). Digitalisation is a strategic imperative, yet many 

organizations and governments face significant hurdles in crafting their digital 



 

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strategies due to the lack of suitable approaches and methods for strategy 

development (Lipsmeier et al., 2020). Senyo et al., (2021) propose the following digital 

strategy for a successful implementation of a digital transformation process. 

 

Figure 2.5 Digital strategy delivery: sourced from (Senyo et al., 2021) 

 

2.8 Theoretical Framework 

Grant and Osanloo (2014) describe the theoretical framework as the foundational 

blueprint for a dissertation inquiry. They emphasize its crucial role in guiding and 

supporting the study, providing structure for philosophical, epistemological, 

methodological, and analytical approaches throughout the dissertation process. 

Essentially, the theoretical framework acts as a roadmap for the entire research 

endeavour, shaping its conceptual underpinnings and guiding its execution. 



 

34 
 

Theoretical frameworks provide a structure for explaining and interpreting a studied 

phenomenon, whereas conceptual frameworks elucidate the underlying assumptions 

about the phenomenon being studied (Nwaiwu, 2018). Grant and Osanloo (2014) also 

emphasize that the theoretical framework is typically drawn from existing theories in 

the literature that have been previously tested and validated. These theories are 

considered generally acceptable within scholarly literature, providing a solid 

foundation for the research inquiry. By building upon established theories, researchers 

can leverage existing knowledge and insights to inform their own study, ensuring 

credibility and relevance within the academic community. 

Identifying a theoretical framework begins with reflecting on the phenomenon under 

study and the associated assumptions. These assumptions pertain to how the 

phenomenon is expected to be impacted, influenced, changed, or represented. 

Ultimately, it is the researcher's assumptions about the phenomenon that align with a 

specific theoretical framework (Luft et al., 2022). 

Various theories have been employed to explain digital transformation and technology 

adoption at both individual and organizational levels. At the individual level, widely 

used theories include Technology Acceptance Model (TAM), Theory of Planned 

Behaviour (TPB), Theory of Reasoned Action (TRA), and Unified Theory of 

Acceptance and Use of Technology (UTAUT). Conversely, at the organizational level, 

two prominent theories stand out: Roger's Diffusion of Innovation (DOI) theory and the 

Technology-Organization-Environment (TOE) framework. These theories, either 

independently or in combination with others, are utilized to elucidate the adoption and 

utilization of technologies within organizations (Liu, 2019a). 

Several theories were considered before selecting the TOE and DOI combination. 

Most of the theories mentioned above did not adequately address the environmental 

aspect necessary to understand the organization. We ultimately choose the TOE and 

DOI combination because they encompass all the factors relevant to a public sector 

context. 

The following section of the study delves into two prominent theories utilized for the 

research: the Diffusion of Innovation theory (DOI) and the Technology, Organization, 

and Environment theory (TOE). These theories are adapted to provide a framework 

for understanding and analysing the adoption and implementation of technology within 



 

35 
 

the context of the study. DOI focuses on the process by which innovations are adopted 

and spread within a social system, while TOE examines the interplay between 

technological factors, organizational characteristics, and environmental influences in 

shaping technology adoption and utilization within organizations. By integrating these 

theories into the research framework, the study aims to gain comprehensive insights 

into the dynamics of technology adoption and usage. 

2.8.1 Diffusion of innovation (DOI) theory 

Everett Rogers, a sociology professor, introduced the Diffusion of Innovation theory in 

1962, synthesizing over 508 diffusion studies to develop theories regarding the 

adoption of innovation by individuals and organizations. According to Rogers (1995), 

diffusion entails the communication of an innovation through specific channels over 

time among members of a social system. An innovation, according to Liu (2019a), 

innovation involves fresh concepts, methods, or items regarded as original by 

individuals or other entities adopting them. 

The DOI theory posits that a firm's adoption and utilization of innovations are 

influenced by both innovation characteristics and organizational characteristics, as 

highlighted by Ilin et al. (2017). Lippert and Govindarajule (2006) critique the Diffusion 

of Innovation (DOI) theory, noting its failure to account for environmental factors in the 

business context, such as competitive dynamics. These environmental factors can 

serve as either barriers or motivations influencing technology acceptance and 

adoption within organizations. By overlooking these external influences, the DOI 

theory may offer an incomplete understanding of the complexities surrounding 

technology adoption processes (Ilin et al., 2017; Luft et al., 2022). The initial quadrant 

focuses on the leader's disposition towards change, while the second quadrant delves 

into internal aspects of organizational structure. Within this domain, centralization 

denotes the degree to which power and control are centralized among a select group 

of individuals (Oliveira & Fraga Martins, 2011). The elements influencing 

organizational structure begin with centralization, which examines the extent to 

which power and control within a system are centralized among a select few 

individuals. Complexity refers to the level of knowledge and expertise possessed 

by members of the organization, while formalization pertains to the emphasis 

placed by the organization on adhering to rules and procedures. 



 

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Interconnectedness measures the degree to which units within a social system are 

connected through interpersonal networks. Conversely, organizational slack refers 

to the number of uncommitted resources available to the organization, and size 

denotes the number of employees within the organization (Oliveira & Fraga 

Martins, 2011). 

 

Figure 2.6. DOI Theory. Source: (Oliveira & Fraga Martins, 2011) 

 

2.8.2 Technology, Organisation, and Environment (TOE) Theory 

The Technology-Organization-Environment (TOE) framework, introduced by 

Tornatzky and Fleischer (1990), is a widely used model for studying the 

adoption of new technologies within organizations. This framework categorizes 

the factors influencing technology adoption into three main groups: technology, 

organization, and environment, as outlined by Liu (2019). Derived directly from 

the concept of Diffusion of Innovation (DOI), the TOE framework provides a 



 

37 
 

structured approach for understanding and analysing the complex dynamics 

surrounding technology adoption processes. This framework identifies three 

aspects that may influence the organisational usage of technological 

innovation: (1) the technological context describes the existing technologies 

that are in use and the relevant technical skills that are available in an 

organisation; (2) the organisational context refers to the internal measures of 

an organisation such as its size; and (3) the environmental context is the 

external arena in which a company conducts its business – its industry, 

competitors and trading partners (Ilin et al., 2017). 

Technological competence and the quality of information technology (IT) 

infrastructure within an organization significantly impact management's 

decisions regarding the implementation of digital technologies. A robust IT 

infrastructure, along with effective team-sharing tools, facilitates rapid 

connectivity, typically in a top-down approach. Utilizing high-quality 

digitalisation and communication technology enhances both internal and 

external connections, as highlighted by Ng et al. (2022). Additionally, Oliveira 

& Fraga Martins (2011) emphasize that the technological context encompasses 

both internal and external technologies relevant to the firm. 

According to Oliveira and Fraga Martins (2011), the organizational context 

pertains to descriptive aspects of the organization, including its scope, size, and 

managerial structure, this view is further stated by Ilin et al., (2017) when they 

opine that organisational context refers to the internal measures of an 

organisation such as its size, communication processes and the actual 

structure of the organisation.  

The interactions between various external environments and organizations are 

driving the emergence of new models for regulating work, as discussed by Ng 

et al. (2022). Moreover, effective implementation of digitalisation relies on 

government support. According to Oliveira and Fraga Martins (2011), the 

environmental context encompasses the business arena, including the industry 

landscape, competitors, and interactions with governmental entities. 



 

38 
 

 

 

Figure 2.7. TOE Theory: source (Oliveira & Fraga Martins, 2011) 

 

2.8.3 Integrating DOI and TOE 

The TOE framework shares several similarities with the DOI theory, particularly 

concerning innovation characteristics and technological context, as well as 

organizational characteristics and organizational context. However, there are notable 

differences between the two theories (Ilin et al., 2017). Therefore, combining Roger's 

DOI theory with the TOE framework could offer a valuable model for elucidating an 

organization's adoption of initiatives overall (Liu, 2019). Figure 2.6 below shows the 

integration of the DOI theory and the TOE theory. 



 

39 
 

 

Figure 2.8. DOI and TOE Framework. Source :(Ilin et al., 2017)  

 

2.8.4 Key Lessons from the Literature  

A proposition is a declarative statement about a concept. A proposition is essentially 

a description of a notion that requires the same caution and precision as scientific 

inquiry. Identification of a proposition necessitates a thorough analysis of the literature 

(Avan & White, 2001). 

As noted in the literature review, there are advantages to adopting digitalisation. 

However, there is a low rate of acceptance among South African municipalities. When 

comparing Ekurhuleni to other cities, we discovered that it lags behind in cities like 

Cape Town and other African cities like Kigali in Rwanda. There are still numerous 

infrastructure and skills concerns impeding the implementation of digitalisation.  This 

study, which is qualitative in nature, did not seek to test hypotheses and causal 

relationships. The study sought to understand the complexities related to how 

digitalisation may support public service delivery in local government organisations 

such as the City of Ekurhuleni. The study’s objectives together with the literature 

review and theoretical foundation informed the derived propositions and this research 

endeavour. Based on this, it was anticipated that effective digitalisation in the City of 

Ekurhuleni may result in various benefits for the organisation and service delivery. 

However, as per the lessons from the lessons from the literature the successful 



 

40 
 

implementation of digitalisation projects can face various challenges related to internal 

organisational constraints and characteristics, innovation characteristics, external 

factors in the wider business and social environment as well as challenges linked to 

technological factors.  As such there are various critical success factors that 

government organisations should prioritise and focus on related to efficient 

technology, building key organisational characteristics, navigating influences from the 

external environment along with enhancing innovation characteristics for an 

efficacious digitalisation process that supports service delivery.  

2.9 Chapter Summary 

In this Chapter, we provided a review of the literature review to the study. We looked 

at the benefits of digitalisation and we also examined the challenges that affect the 

implementation of digitalisation in other cities. The adoption of digitalisation by other 

cities and comparing rates of adoption in different cities globally. An analysis of Critical 

success factors for digitalisation and how the cities can use strategy to implement 

digitalisation to improve service delivery was also offered in the chapter. Lastly the 

chapter highlighted the theoretical underpinning of the study through a review of the 

DOI and TOE frameworks.  

 

 

 

 

 

 

 

 

 

 



 

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CHAPTER 3: RESEARCH METHODOLOGY 

This chapter covers various topics, including the research design, philosophy, and 

approach. It also explores and emphasizes the methods of data collection, sampling 

techniques, and data analysis. Lastly, ethical considerations during the data collection 

and analysis processes are discussed in this chapter. 

3.1 Introduction 

Creswell (2014) argues that the methodology is a plan, process, structure, and 

procedure that should be followed in research to address the research question 

effectively. Alharahsheh and Pius (2020) allude that methodology in research refers 

to the overarching research strategy that outlines how a research project will be 

conducted. It encompasses various aspects, including the identification of methods to 

be employed. The methods detailed in the methodology section define how data will 

be collected or, in some cases, specify the procedures for calculating particular results. 

This section therefore focuses on the methodology that was utilised in the study.  

3.2 Research approach 

There are three approaches utilised in research which are the qualitative approach, 

quantitative approach, and mixed methodologies. The study employed the qualitative 

approach to inquiry. Qualitative research seeks to offer a nuanced understanding of a 

phenomenon based on the experiences of individuals involved, with a focus on 

generating specific insights rather than aiming for broad generalizations (Alharahsheh 

& Pius, 2020).   

As noted also by Kumar (2014), the qualitative approach to inquiry focuses on the 

experiences, values, and norms of participants who are experiencing the 

phenomenon. The objective of this approach is to capture their experiences with the 

research problem which gives the research value. As noted by Flick (2016), the 

qualitative approach in research involves the collection and analysis of non-numerical 

data. This method prioritizes the exploration of in-depth, contextual information and 

insights rather than relying on numerical measurements to understand concepts, 

opinions, and values.  



 

42 
 

Qualitative research is often described in different terms, such as an approach or set 

of approaches, a practice, or a paradigm. This flexibility in terminology reflects the 

diverse nature of qualitative research methodologies and the various perspectives 

through which it can be conceptualized. Mays (2020) indicates that qualitative 

research is an interpretative approach to both data collection and analysis. This 

approach is focused on understanding the meanings individuals attribute to their 

experiences within the social world and exploring how people construct sense and 

meaning from their interactions with that world.  

This approach is used in this paper because it offers a deep insight into the benefits 

and limitations of digitalisation and also the perceptions of participants towards a 

framework that can be enhanced for digitalisation to be effective for efficient service 

delivery.  

3.3 Research design 

Leedy and Ormrod (2015) are of the view that a research design is a blueprint of the 

study focusing on the methods of data collection, analysis, and interpretation to be 

used in the study. According to Yin (2017), a case study research design is an 

empirical inquiry that investigates the phenomenon in its real-life context, and these 

are based on the need to capture an in-depth investigation of the issue being studied.  

This case study focuses on the City of Ekurhuleni and the researcher has drawn 

attention to and addressed the research’s fundamental problem by conducting 

interviews with participants from the city’s ICT department. A notable characteristic 

and strength of qualitative research is its suitability for studying individuals in their 

everyday settings rather than in artificial or experimental environments. This emphasis 

on real-world contexts allows for a more authentic exploration of people's experiences 

and behaviours (Mays, 2020).  

This is further elucidated by Neuman (2014) who argues that a case study research 

design is an approach in which there is a need to capture in-depth information about 

the research problem in real time. The study adopted the case study research design 

because it ensures that information in its in-depth format is captured by gathering the 

values, opinions, experiences, and perceptions of the participants in their natural 

context.  



 

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3.4  Research paradigm 

A research paradigm is defined as "a set of assumptions, concepts, practices, and 

values" that forms a framework for understanding reality for the group that shares them 

(Kankam, 2019). Creswell (2017) states that researchers recognize the need to 

investigate a particular topic based on certain assumptions about what and how they 

will learn throughout the study. These assumptions are referred to as paradigms. The 

four most widely utilized paradigms in research are pragmatism, interpretivism, 

positivism, and post-positivism (Kankam, 2019).  

This study will use interpretivism because to achieve the objectives of the study. The 

interpretive paradigm asserts that there isn't a single, objective social reality 

independent of the observer; instead, there are multiple socially constructed realities 

(Sanchez et al., 2023). The interpretivism paradigm was deemed more appropriate for 

this study because it emphasizes understanding a concept. This research aims to 

comprehend how the city of Ekurhuleni could benefit from digitalisation. The study 

seeks to explore all potential advantages of adopting digitalisation in the city. This 

paradigm is well-suited to meet the objectives of outlining all the benefits of 

digitalisation, identifying the challenges of implementation, and pinpointing critical 

success factors within the city. 

The table highlights the benefits of using interpretivism and explains why this approach 

was applied to achieve the study's objectives. 

TABLE 3.1 INTERPRETIVISM BENEFITS 

 

 

 

Source: Go ̈ran Goldkuhl 

3.5      Data collection methods 

Data collection is primarily a process where information is gathered and recorded from 

varied sources. An integral part of the process includes conducting research, making 



 

44 
 

observations and ultimately extracting and analysing meaningful data to make 

informed and educated choices. This step is crucial in transforming raw data into 

valuable information that can contribute to the research objectives or questions. 

Babbie (2010) declares that data can be collected through two types which are primary 

data collection (interviews, experiments, surveys, and focus group discussions) and 

secondary means (published text, audio, or video format). The study employed semi-

structured interviews as the data collection instrument. Qualitative research 

encompasses both qualitative methods of data collection and qualitative methods of 

analysis, involving the gathering of words, visuals, and descriptive forms of data. The 

analysis is carried out using text-based, interpretative analytical methods (Mays, 

2020). 

3.6      Population and sample 

It is difficult to study the entire target population; therefore, researchers resort to 

studying samples that are representative of the target population (Kumar, 2014). When 

carefully selected, samples ensure that data collected can be accurate and represent 

the population, and in the process, address the research problem. The study therefore 

utilised a non-probability sampling technique which postulates that every unit in the 

target population does not stand an equal chance of being selected. The rationale of 

this approach is that it ensures that those selected understand the research problem, 

in the process, enhancing the quality and rigour of the data collected (Leedy & Ormrod, 

2015).  

3.6.1 Population 

Creswell (2014) argues that the target population is a group of individuals that are to 

be studied with respect to the research problem. In the study, the target population is 

employees and management at the ICT department of the City of Ekurhuleni. 

3.6.2 Sample and sampling method 

The study used purposive sampling. This is a non-probability sampling technique in 

which participants selected are expected or required to have an in-depth 

understanding of the research matter based on their experiences and knowledge of 

what exactly is being studied (Flick, 2016). The study therefore selected participants 

from the Information and Communication Technology (ICT) Department as this 



 

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department has an in-depth understanding of the digitalisation of government services 

for service delivery in the City of Ekurhuleni. A sample of 10 participants was selected 

since Creswell (2014) argues that in qualitative studies, a sample size between 8 and 

15 participants enhances the representation of the target population. In the end, the 

researcher managed to obtain 10 participants for the study.  

3.7      Procedure for data collection and instrument 

Data collection is the process of making sense of data collected. Babbie (2010) is of 

the view that data can be collected through two types which are primary data collection 

(interviews, experiments, surveys, and focus group discussions) and secondary 

means (published text, audio, or video format). The study however utilised semi-

structured interviews as a data collection instrument. Flick (2016) argues that semi-

structured interviews are a collection of structured and unstructured interviews where 

the research instrument has a structure of questions about the research question but 

also allows the researcher to follow up on issues that would have been discussed in 

the interview process. The rationale of utilising this approach is that it ensures probing 

where the researcher asks for further information about the research problem. This 

instrument was used in the study because it allows for in-depth information critical in 

the development of a framework for the effective digitalisation of government services 

for service delivery in the City of Ekurhuleni.  

3.8 Data analysis strategies and interpretation 

Creswell (2014) avers that data analysis is t