EXPLORING EMPLOYEES’ RESISTANCE 

TOWARDS THE CREATION OF AN 

EXECUTABLE PROCESS MODEL FOR 

INNOVATION ADOPTION IN MINING  

BY 

 

SIBONGILE AMOS XHEKO  

2419322 

 

A THESIS PRESENTED IN PARTIAL FULFILMENT OF THE DEGREE OF 

MASTER OF BUSINESS ADMINISTRATION TO THE FACULTY OF 

COMMERCE, LAW, AND MANAGEMENT, UNIVERSITY OF 

WITWATERSRAND 

 

 

SUPERVISOR: DR. LEHLOHONOLO TABANE 

 

 

Johannesburg 2024



i 
 

 

DECLARATION 
 

I, Sibongile Amos Xheko, affirm that all the work presented in this research article is my original 

work, except for any referenced contributions and acknowledgments. This submission 

satisfies the requirements for the Master of Business Administration degree at the University 

of the Witwatersrand, Johannesburg, and has not been previously submitted for any other 

degree or examination at this or any other university. 

 

 

 

 

Amos Xheko   

______________________________________________________  

Signed at: Polokwane, South Africa on the 13th day of June 2024.  



ii 
 

DEDICATION 

The work is dedicated to my late father, Solomon Skade Xheko. We are grateful that you 

provided us with an education, something you were never able to have for yourself. I want to 

express my gratitude to you for your selflessness during the times I was struggling to make 

ends meet and for your unwavering faith in my potential to become a successful 

businesswoman in the future. 

The beloved underground mining sector in South Africa is the target audience for this work in 

particular. The goal of this study is to better understand what the industry is doing incorrectly 

when it comes to implementing cutting-edge technologies in order to enhance the health and 

safety of workers below ground. For those who have lost their lives due to accidents were in 

my mind when I navigated through the research, may their souls rest in eternal peace and we 

hope this research will come up with a way of curbing the accidents caused by underground 

trackless mobile machines. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



iii 
 

 

 

ACKNOWLEDGEMENTS 

First and foremost, I want to give thanks to God, who has been my strength and light during 

this journey. Through His grace and blessings, I have been able to accomplish this, and I will 

always be appreciative of His unfailing love and support. 

I would want to sincerely thank my family for their constant encouragement and support during 

my academic career. I owe my dear wife for her unwavering love, tolerance, understanding, 

and support. This achievement would not have been possible without her, who has been my 

inspiration. 

I would especially like to express my gratitude to my kids for putting up with our family missing 

out on the vacations we had become so used to because of this adventure. They agreed to 

put off our regular family activities so that I could complete the project, and for that I am 

grateful.  

In addition, I want to sincerely thank my mother for the prayers and my late buddy Jimmy 

Selbourne Shiluvana, who has always been a source of inspiration and support for me. His 

unwavering encouragement and support have enabled me to overcome numerous challenges 

and accomplish this goal. Whenever I would see an obstacle he would encourage me to 

persist and whenever I was down he would encourage me to keep going. 

To the South African Minerals Council who tirelessly try to come up with solutions to make 

things better, to you I want to salute you and thank you for affording me the opportunity to 

explore what could be the cause of the failing of the efforts that have been made to come up 

with a solution. Your efforts are noticeable and your never-dying attitude of wanting to make 

things better is highly appreciated. 

My gratitude also goes to my supervisor Lehlohonolo Tabane (Dr.), thank you for the direction, 

patience, and unwavering and stern support.  

I would like to thank my colleagues at work for their valuable insights, suggestions, and 

assistance. Their support and encouragement have been instrumental in the completion of 

this research project. I am grateful to my MBA Syndicate 6 mates, who have provided me with 

invaluable feedback and constructive criticism. Their input has helped me to refine my 

research and enhance its quality.  



iv 
 

 

 

ABSTRACT 

Background: Mining is one of the oldest and most essential industries in the world, but it is 

also one of the most conservative and resistant to change. Despite the potential benefits of 

modern technology innovation, such as improved productivity, safety, efficiency, and 

environmental performance, mining companies face significant challenges in adopting and 

implementing them. In this document, we will identify the biggest challenge for mining 

companies when they introduce modern technology innovation and suggest some workable 

solutions to overcome it.  

Objective: The purpose of this comprehensive research study is to identify how change 

management process facilitate the adoption of modern technology like collision avoidance 

systems (CAS level 9) in the South African mining industry? There has been known and 

unknown challenges, strategies, and unusual decisions related to implementation of modern 

technology in the mining sector.  

Methods: The study applied a qualitative research approach dissection based on 

organizations' readiness to implement modern technology, while putting emphasis on change 

management. In total, 16 individuals were interviewed with four questions posed on each 

group. The records were obtained from 2015 which was the first year of introducing proximity 

detection systems, until December 2022 after the pronouncement of the collision avoidance 

system level 9. Then, we updated the search to the 2023, which was the first year of full 

implementation of CAS level 9. After removing duplicates and reviewing articles according to 

inclusion and exclusion criteria, 16 interviewees were used for the study. Finally, the study 

proposed a conceptual framework of technology implementation executable process model 

for implementation of new technology based on the literature findings to fight against the loss 

of life on the mining industry due to collision of vehicle to vehicle or vehicle to man.  

Results: The failure of proper technology implementation posed numerous adverse 

consequences, such as organisational cultural shock, safety crisis, change in user/operator 

behaviours, and challenges at the organization level to continue business operations. Besides, 

the strategies included flexibility, strengthening internal efficiency, talent acquisition, and 

making innovative changes based on organizational assessment and needs for smooth 

business activities.  



v 
 

Conclusion: The appropriate modern technology strategies implementations would increase 

employees’ well-being, satisfaction, productivity, and health safety at the workplace. 

Resistance to change was pointed as one of the key factors that leads to failure to implement 

modern technology innovations in the mining sector. Proper change management process is 

one of the key factors that will assist the mining industry in the implementation of modern 

technology. 

The following elements were considered important in this research: 

1. Comprehending Collision Avoidance Systems: A general introduction to collision 

avoidance technologies is given, such as automated emergency braking, audible and 

visual warning, and radar-based systems.  

2. Implementation Challenges: Emphasis is given on the difficulties businesses come across 

in incorporating collision avoidance technologies, including staff opposition, cultural 

changes, and technological difficulties. 

Keywords: Collision Avoidance Systems; automated emergency braking; and organizational 

adaptability and change management.  



vi 
 

TABLE OF CONTENTS 

DECLARATION i 

DEDICATION ii 

ACKNOWLEDGEMENTS iii 

ABSTRACT iv 

List of tables/figures viii 

CHAPTER 1: INTRODUCTION 1 

1.1 Purpose of the study .......................................................................................................... 1 

1.2 Background of the study .................................................................................................... 2 

1.3 Problem Statement ........................................................................................................... 10 

1.3.1 Main problem ................................................................................................................. 10 

1.3.2 Statement of purpose ................................................................................................... 10 

1.4 Research Objective .......................................................................................................... 11 

1.5 Significance of the Study ................................................................................................. 11 

1.5 Delimitations of the Study ................................................................................................ 15 

1.6 Assumptions ...................................................................................................................... 15 

CHAPTER 2. LITERATURE REVIEW 15 

2.1 Introduction ........................................................................................................................ 15 

2.2 Overview of the Collision Avoidance System ............................................................... 18 

2.3 Theoretical Framework .................................................................................................... 27 

2.3.1 The TAM, or Technology Acceptance Model: ........................................................... 27 

2.3.2 Technology-Organization-Environment (TOE) Framework: ................................... 27 

2.3.3 Task Technology Fit (TTF): .......................................................................................... 27 

2.3.4 Innovation Diffusion Theory (IDT): ............................................................................. 28 

2.3.5 Rational Choice Theory ............................................................................................... 28 

2.4 Dominant views on the theory of change management .............................................. 30 

2.6 Descriptive models ........................................................................................................... 34 

2.6.1 The Action Research Model/Theory .......................................................................... 35 

CHAPTER 3. RESEARCH METHODOLOGY 35 

3.1 Research Strategy ............................................................................................................ 35 

3.2    Research Design .................................................................................................................. 36 

3.2.1 Population and Sample ....................................................................................................... 37 

3.2.2 Research Paradigm ..................................................................................................... 38 

3.3  Validity and Reliability ..................................................................................................... 38 

3.3.1 External Validity .................................................................................................................... 39 



vii 
 

3.3.2 Internal Validity ..................................................................................................................... 39 

CHAPTER 4. DATA ANALYSIS AND PRESENTATION OF RESEARCH RESULTS 39 

4.1  Introduction ........................................................................................................................ 39 

4.2  Descriptive Statistics ........................................................................................................ 40 

4.2.1  Data sample and respondents ............................................................................... 40 

4.2.2  Description of the sampled respondents .............................................................. 40 

4.2.3  Analysis of the results per group ........................................................................... 40 

4.2.4 Descriptive statistics of the variables ........................................................................ 43 

4.3 Conclusion ......................................................................................................................... 45 

CHAPTER 5. DISCUSSION OF RESULTS AND FINDINGS 46 

5.1 Introduction ........................................................................................................................ 46 

5.2 Discussion of Research Problem, Literature and Results ...................................... 47 

5.3 Conclusion ......................................................................................................................... 53 

CHAPTER 6. CONCLUSIONS AND RECOMMENDATIONS 55 

6.1 Introduction ............................................................................................................................... 55 

6.2 Synopsis of The Study ............................................................................................................ 55 

6.3.1 Business Implications .................................................................................................. 58 

6.3.2  Regulations Implications ......................................................................................... 59 

6.4  Conclusions ....................................................................................................................... 60 

6.4 Recommendations ............................................................................................................ 61 

6.5 Limitations .......................................................................................................................... 63 

6.6 Suggestions for Future Research ................................................................................... 63 

 

  



viii 
 

List of tables/figures 

Tables 

Table 1: Literature gaps on the use and acceptance of technology in the mining industry .......  

Table 2: Comparison of selected Change Models .................. Error! Bookmark not defined. 

 

Figures 

Figure 1: Technology Acceptance Model (TAM ................................................................... 29 

Figure 2: Technology Acceptance Model (TAM) ..................... Error! Bookmark not defined. 

Figure 3: The Theory of Planned Behaviour Model (Source: (Fishbein & Ajzen, 1975) ....... 13 

Figure 4: Conceptual/Theoretical Framework ...................................................................... 14 

Figure 5 : Comprehensive strategy-based transformation approach (Neilson, et al., 2004)

 .............................................................................................. Error! Bookmark not defined. 

Figure 6: Cascading ownership (Neilson, et al., 2004) ........................................................ 20 

Figure 7: Organisational reach of change program (Neilson, et al., 2004) ........................... 21 

Figure 8: Different variables on the collision avoidance system ........................................... 38 

  

 

 



1 
 

CHAPTER 1: INTRODUCTION 

1.1 Purpose of the study 

The purpose of the study is to find out how South African mines went about the 

adoption of collision avoidance systems, after the promulgation by the Chief Inspector 

of mines. The Level 9 vehicle intervention for collision avoidance rule, which went into 

effect in December 2022, requires all trackless mobile machinery (TMM) used in 

mining operations to have an electronic proximity detection system (PDS) (Moore, 

2013). Considerable efforts have been made by the Department of Mineral Resources 

and Energy (DMRE) to enforce safety regulations pertaining to collision avoidance in 

surface and underground mining (Cornish, 2015). In a mining environment, a collision 

avoidance system is intended to avert mishaps by identifying possible collisions 

between machines to humans, machines to equipment, and machines to machines. 

These systems monitor the environment and give operators alerts in real time using 

sophisticated sensors, radar, cameras, and communication technology.  

1.1.1 Crucial Elements of Systems for Preventing Collisions:  

Proximity Detection technology (PDT) determines the relative positions of adjacent 

people, machinery, and objects. The technology has warning alerts that when a 

possible collision risk is identified, operators are alerted visually, audibly, or tactilely. 

There is an automated Interventions that saw the introduction of Level 9 systems, 

these could halt or slow down the machinery automatically if they identify an impending 

accident. The implementation of the systems came with challenges which required the 

trackless mobile machines (TMM) Integration with the Collision Avoidance systems 

(CAS). Collision avoidance systems are easily incorporated into trackless mobile 

equipment to provide constant monitoring while mining operation is underway.  

1.1.2 Advantages of the collision avoidance systems: 

Enhanced Safety systems safeguard personnel, property, and infrastructure by 

averting collisions. Once the system has been implemented successfully it yields 

increased productivity by using real-time data to inform their decisions, operators may 

maximize efficiency. Another advantage is the Regulatory Compliance which could be 

achieved by adherence to safety standards that are ensured by meeting Level 9 

requirements. Some of the Industry Leaders include well known and accredited 

manufacturers and installers, at some instances electronics specialists had to be lured 



2 
 

to assist in the design, installation, and commissioning of the system. These are 

pioneers in proximity sensing and collision avoidance, who have spent more than 15 

years perfecting their technology. 

Their ability to provide top-notch solutions is a result of their partnerships with 

international technology integrators. Environmental condition within the harsh mining 

environment of South Africa, led to the introduction of Collision Avoidance System 

(CAS) suppliers who have been effectively implemented (Ramjack, 2015).  

In conclusion, collision avoidance systems are essential to the mining industry in South 

Africa for preserving personnel safety, machinery, and output. Their adoption 

demonstrates a dedication to legal compliance and the desire by Chief Executive 

Officers’ drive for zero harm when it comes to safety. 

1.2 Background of the study 

The Earth Moving Equipment Safety Round Table (EMESRT), is a global project 

comprising major mining corporations, the main objective for the establishment of this 

platform was based on the high number of fatalities and mishaps in the mining industry 

worldwide (Global, n.d.). This project managed to bring together different original 

equipment manufacturers (OEM) with an aim of coming with a special design to be 

able to minimise the rate at which accidents were taking place on the mines. For this 

initiative to be successful EMESRT urged the Original Equipment Manufacturers 

(OEM) to come up with systems that could make it safe for persons at the mines whilst 

ensuring that the system adopted is maintainable to achieve the objective for its usage.  

For the tripartite (the employer, the state and the employees’ representatives) to work 

effectively EMERST looked at the different equipment suppliers and started 

investigating their capabilities in terms of internet of things (IoT) systems and 

technology that will be able to back the Collision Avoidance System (CAS)’ level 9 

requirements. During the initial state it was discovered that certain original equipment 

manufacturers had no solutions to the requirements of the technology to activate the 

retard and stop functionality. This opened opportunities for those who had the 

technology to start engaging with the equipment suppliers who were required to have 

it but had shortcomings, all these joint ventures were facilitated by EMERST. 

Their development shows a dedication to preserving sustainable mining methods, 

lowering accident rates, and safeguarding human life. The introduction of collision 

avoidance (CAS) offers a Safety Imperative because of its deep-level mines, intricate 

tunnels, and large machinery. In the past, mining accidents brought on by collisions 



3 
 

involving humans, equipment, and vehicles have resulted in casualties, deaths, and 

lost productivity. As a result, the sector has made safety measures such as the 

installation of collision avoidance systems a priority. 

The South African Chamber of Mines played a significant role in bringing different 

equipment suppliers, electronics suppliers, and mining houses together to assist each 

other in achieving what was already hinted at by the DMRE pertaining to retard and 

stop functionality. These businesses made significant contributions to the 

advancement of collision avoidance technologies in South Africa. These programs 

organised by the South African Chamber of Mines aimed to promote safety in addition 

to the compliance culture. This saw ongoing Innovation and Research programs by 

different industry specialists including Scientists who started looking at how to improve 

collision avoidance systems.  

Summary of the incidents  

Below is the summary of the incidents that took place since the introduction of the 

Proximity Detection Systems (PDS): 

Main ideas: 

• The document reports on the accidents and fatalities related to underground 

trackless mobile machinery (TMM) from 2015 to 2023. The document provides a 

description of the accidents that occurred in each year, as well as an analysis of the 

potential root causes, observations, and recommendations. 

• The document shows that most of the fatalities were caused by poor visibility, 

incorrect positioning, and failure to follow procedures.  

• The document highlights the common factors that contributed to the collision of 

TMM and pedestrians, such as the lack of cameras, proximity warning devices, 

traffic light systems, and collision prevention systems. 

• The document suggests that the installation of collision avoidance system level 9 

could reduce the loss of lives in the underground environment. The document states 

that the system can detect, warn, and automatically stop the TMM when a hazard 

is noticed in the close vicinity of the machinery, and that it was introduced after an 

investigation of the previous incidents. 

• The information shows that since the introduction of CAS level 9 during December 

2022 there were only two fatalities due to the same cause. There is still a long way 

to go in the introduction of new technology in the mining industry, this study looked 



4 
 

at the introduction of the CAS level 9 system and investigated what process was 

followed to introduce this.  

Below are the statistics of accidents related to underground trackless mobile machinery (TMM) 

since the introduction of proximity detection systems from 2015 to date: 

Table 1: 2015 Fatalities Analysis   

Year Accident description 

2015 

While walking past a scissor lift cassette, the LHD turned into the lateral 24 as the 

LHD articulated, he got caught between the LHD & lateral 

The injured was fatally injured when he was struck by a Utility Vehicle.                                                                 

A third LHD entered the diesel bay and collided with a LHD which pinned the LHD 

driver of that LHD against a LHD that broke down. 

Struck by a moving equipment case while busy drilling holes to install bunting 

bracket with a hilt-handheld drill               

Whilst loading material driver felt bump on front end loader wheels. When he 

stopped he noticed a person lying behind the loader 

 

Table 2: 2016 Fatalities Analysis  

Year Accident description 

2016 The now deceased was caught in between the goose neck of the toe hall lowbed 

and the dust curtain of the drill rig.             

Whilst the injured was walking on the plant, he was run over by a front-end loader.                                                     

A worker discovered a body of a contractor employee trapped between the chassis 

and the bin of a vehicle.                       

Whilst the operator positioned the continuous miner to start cutting, the deceased 

was caught between the cm and sidewall.        

Whilst attending to a breakdown on an LDV, it rolled backwards and struck the 

deceased against a static UV which was on its way  



5 
 

 Table 3: 2017 Fatalities Analysis  

Classification 

(Provisional) 
Potential Root Causes Observations/Recommendations 

Common 

Recommendations 

Transportation and 

Mining (Trackless 

Mobile Machinery) 

(1) Poor visibility for both LHD 

Operator and deceased 

(1) Installation of cameras as a visual aid 

for the Operators 

(2) Installation of proximity warning 

devices for both pedestrians and 

Operators. 

(1) Installation of cameras as a 

visual aid for the Operators 

(2) Installation of proximity 

warning devices for both 

pedestrians and Operators. 

Transportation and 

Mining (TMM) 

(1) Poor visibility for both UV operator 

and deceased 

(1) Incorrect positioning of the 

deceased. 

(2) Poor communication between the 

UV operator and the deceased. 

(1) Installation of cameras as a visual aid 

for the Operators 

(2) Installation of proximity warning 

devices for both pedestrians and 

Operators. 

Transportation and 

Mining (TMM) 

(1) Failure to follow procedure, in that 

two vehicles were following each 

other on an incline. 

(2) Possible incorrect hitching of the 

trailer. (Poor technique used) 

1) Investigate traffic light systems to allow 

only one vehicle on the incline at any one 

time. 

 

 



6 
 

Table 4: 2018 Fatalities Analysis  

 

 

 

 

 

Classification 

(Provisional)
Potential Root Causes Observations/Recommendations Common Recommendations

Transportation 

and Mining 

(TMM)

(1) Positioning of the deceased on the 

blind side of the LHD Operator

(2) Failure of the LHD Operator to 

respond to proximity detection warning 

device

(1) Collision prevention systems

(2) Investigate the use of on-board 

cameras to increase vision of LHD 

Operators.

Transportation 

and Mining 

(TMM)

(1) Failure to switch off the machine 

before exiting the cab

(2) Failure to adhere to TMM operating 

procedure (exiting protocols)

(1) Strict adherance to 

operating/parking procedures

Transportation 

and Mining 

(TMM)

(1) Incorrect positioning of the 

deceased in close proximity to the CM 

while tramming

(2) Poor communication between the 

deceased and CM Operator

(1) Collision prevention systems for 

electrically driven machines, especially 

while tramming

Transportation 

and Mining 

(TMM)

(1) Incorrect positioning of the 

deceased in articulation area of LHD

(1) Installation and maintenance of a 

barrier wire in articulation area of LHDs

(1) Collision prevention systems

(2) Investigate the use of on-board cameras to 

increase vision of LHD Operators.                       

(3) Strict adherance to operating/parking 

procedures



7 
 

 Table 5: 2019 Fatalities Analysis 

Classification 

(Provisional) 
Potential Root Causes Observations/Recommendations 

Common 

Recommendations 

Transportation and 

Mining (TMM) 

1) Failure/absence of a collision 

prevention system to detect, warn 

and automatically stop the shuttle car 

1) Installation, regular maintenance and 

testing of collision prevention systems for 

both machines and pedestrians. 
(1) Strict adherence to 

TMM operating 

procedures. 

(2) Investigate hydraulic 

cut-off when door switch is 

activated.                                              

(3) Installation, regular 

maintenance and testing of 

collision prevention 

systems for both machines 

and pedestrians.                                                    

(4) Raising awareness on 

the importance of strict 

adherence to procedures 

Transportation and 

Mining (TMM) 

(1) Failure of the deceased to carry 

their lamp on their person at all times 

(2) Incorrect positioning of the 

deceased in a known LHD 

tramming path 

No recommendations 

Transportation and 

Mining (TMM) 

(1) Failure to adhere to procedure in 

that deceased did not apply park 

brakes/neutral brake 

(2) Failure to adhere to procedure in 

that deceased did not install stop 

blocks during refuelling 

(3) Failure of door switch to apply 

brakes 

(1) Raising awareness on the importance of 

strict adherence to procedures 

(2) Proper maintenance and testing of all 

safety devices on TMM 

 

 



8 
 

Table 6: 2021 Fatalities Analysis  

 

 

Classification 

(Provisional)
Potential Root Causes Observations/Recommendations Common Recommendations

Transportation 

and Mining 

(TMM)

Potential causes:

(1) Pedestrian could not see or hear 

LHD on time to avoid its path.

(2) Possible failure of PDS either on 

the caplamp or the LHD

(3) Possible unsafe positioning of the 

pedestrian on the "blind side" of the 

LHD

(1) Always ensure the integrity of the 

PDS for both caplamps and machines

(2) Investigate the need for installation 

of CPS on LHDs and other diesel-

powered TMM

Transportation 

and Mining 

(TMM)

Possible causes include:

(1) Poor change management in that 

an old generation caplamp was being 

used with a new generation CPS on 

the machines.

(2) Allowing persons (Spotters) to 

work in close proximity to TMM as part 

of their daily duties.

(3) Failure to report and repair 

dysfunctional caplamp and machine 

units.

(1) Always ensure the integrity of the 

PDS for both caplamps and machines 

through testing stations located 

strategically.

(2) Investigate the use of cameras on 

LHDs to increase Operator visibility.

(3) Apply proper change management 

methods when introducing version 

updates to existing safety systems.

Transportation 

and Mining 

(TMM)

Potential causes:

(1) Deceased not positioned in a safe 

area, given that he was sitting in a 

loading stub.

(2) Possible failure of PDS either on 

the caplamp or the LHD or failure to 

respond to the warnings by either the 

deceased or LHD Operator.

(1) Always ensure the integrity of the 

PDS for both caplamps and machines

(2) Investigate the need for installation 

of CPS on LHDs

(1) Always ensure the integrity of the PDS for 

both caplamps and machines through testing 

stations located strategically.

(1) Investigate the need for installation of CPS on 

LHDs and other diesel-powered TMM

(1) Investigate the use of cameras on LHDs to 

increase Operator visibility.

(2) Always ensure the integrity of the PDS for 

both caplamps and machines through testing 

stations located strategically.

(3) Investigate the use of cameras on LHDs to 

increase Operator visibility.

(3) Investigate the need for installation of CPS on 

LHDs and other diesel-powered TMM

(4) Apply proper change management methods 

when introducing version updates to existing 

safety systems.

(5) Investigate the use of cameras on LHDs to 

increase Operator visibility.

(6) Apply proper change management methods 

when introducing version updates to existing 

safety systems.

(7)  Only authorised competent persons to 

operate TMM.

(7) Investigate electronic ID system to limit 

operation of TMM to only authorised persons.



9 
 

Table 7:  2023 Fatalities Analysis 

 

 

 

 

Region Potential Contributing Factors Observations/Recommendations

MP

(1) Incorrect positioning by the deceased near 

dump truck tyres.

(2) Poor communication between the deceased, 

the boom gate operator and the dump truck 

driver.

(3) Failure by the dump truck driver to observe 

the surroundings before moving.

(4) Poor visibility due to time of day.

(1) Investigate the use of positive communication 

between security personnel before opening boom 

gate.

(2) Ensure sufficient lighting around security 

checkpoints.

(3) Investigate the use of parking distance 

controllers for dump trucks.

MP

(1) Lack of separation of pedestrians from TMM 

(physical or time based).

(2) Poor key control allowing unauthorised 

persosn to operate TMM.

(3) Lack of a dedicated testing area separate 

from normal operations.

(4) Failure by the Operator to respond to 

warning device.

(5) Failure by the Operator to focus in idrection 

of travel (looked down inside machine).

(1) Implementation of sound separation principles.

(2) Institute procedure for TMM testing away from 

normal operations. Ensure strict adherence to 

maintenance and testing procedures

(3) Ensure proper key control measures are in 

place with frequent audits for system gaps.

(4) Where a significant risk of collision exists, 

collision prevention systems to be installed.

Accident Description

The now deceased woman Security Officer was fatally injured when she was 

trapped under both second axil tyres of the dump truck. The now deceased 

was doing access control at the mine gate and when she was done taking the 

truck driver's details, the boom gate was opened and the truck proceeded 

forward, then a scream was heard and she was discovered.

The now deceased Engineering Fitting Assistant was fatally injured in a TMM 

accident. Two employees were walking up the decline when the utility vehicle 

(UV) was on its way down the same decline. The UV Operator was apparently 

looking down and on looking up, the two employees were in front of the UV. 

Upon being warned by the UV Operator, one of the two employees stood at a 

place of safety and one employee got fatally injured by the UV. 



10  
  

1.3 Problem Statement 

1.3.1 Main problem  

 

The implementation of technology in the form of collision avoidance system has been 

promulgated by the minister of minerals, resources, and energy in December 2022. The 

pronouncement instructed that all underground mining trackless mobile machines 

should have a system that enables the underground machine to retard and stop in a 

case where the operator of such machine does not respond when approaching a hazard. 

The implementation of technology in the mining industry has seen both negative and 

positive outcomes, questions had been raised trying to understand why this has been 

the case. From the previous experiences there seem to be challenges in having an 

executable process model for innovation implementation in mining, this study is going 

to be focussing on that.  

Organisational resistance to change is one of the barriers to the adoption of 

technological innovations in the mining industry. Existing innovation models usually do 

not incorporate the environment in which innovation takes place, the role of people, or 

how to include them in the innovation adoption processes. Because innovations require 

changes to the mining process, which impacts value, the characteristics of mining make 

them hard to adopt. 

The study explored how the mining industry adopted innovations in collision avoidance 

system (CAS). The researcher used a qualitative exploratory approach and interviewed 

highly skilled mining practitioners. The goal was to create an executable process model 

for innovation adoption specific to the mining context. Drawing from empirical data and 

existing literature on innovation and change management, the study emphasized the 

active involvement of people in the innovation process.  

1.3.2 Statement of purpose 

The primary aim of this study is to explore the factors contributing to the unsuccessful 

implementation of new technology within the South African mining sector. Specifically, 

the study will investigate the challenges surrounding the adoption of collision avoidance 

systems (CAS) for underground trackless mobile machines and personnel. The research 

will emphasize the critical role of change management in facilitating successful 

technology integration. 



11  
  

The RSA TMM Regulations (8.10) were formulated during 2012/13 and were officially 

released on February 27, 2015 (RSA Government Gazette, 1996). Although auto 

slowing and stop technology, as defined by the end user (mines) or supplier(s), is 

commonly referred to as CAS Level 9, the RSA TMM Regulations impose highly strict 

standards on collision prevention systems (RSA Government Gazette, 1996). The 

distinction between CAS Level 9 and Collision Prevention Systems (CPS) is what leads 

to a great deal of misunderstanding over the RSA regulatory compliance status of CAS 

Level 9 systems. The primary aim of this study is to explore the factors contributing to 

the unsuccessful implementation of new technology within the South African mining 

sector. Specifically, i will investigate the challenges surrounding the adoption of collision 

avoidance systems (CAS) for underground trackless mobile machines and personnel. 

My study will emphasize the critical role of change management in facilitating successful 

technology integration. 

1.4 Research Objective 

The aim of this study is to understand the main contributing factors that leads to the 

failure of implementing change management during the rolling out of technology 

innovation in mining. To get clarity on the topic the following points were dealt with in 

depth: 

1.4.1 To evaluate the effectiveness of change management when rolling out collision 

avoidance systems with an aim of reducing the number and severity of accidents on the 

mines. 

1.4.2 To identify the factors that affect the adoption of technology by operators and other 

technology users in an underground situation. 

1.4.3 To investigate the impact of behaviour of users of technology (operators and other 

workers) in an underground condition. 

1.5 Significance of the Study 

Introduction 

Mining is one of the oldest and most essential industries in the world, but it is also one 

of the most conservative and resistant to change. Despite the potential benefits of 

modern technology innovation, such as improved productivity, safety, efficiency, and 

environmental performance, mining companies face significant challenges in adopting 

and implementing them. In this document, i will identify the biggest problem for mining 

companies when they introduce modern technology innovation and suggest some 

workable solutions to overcome it. 



12  
  

 

The Biggest Problem: The Human Factor 

According to a survey conducted by Global, Ernst & Young (2018), the biggest barrier to 

digital transformation in mining is not the lack of technology, but the lack of skills, culture, 

and organizational alignment. In other words, the human factor is the biggest problem 

for mining companies when they introduce modern technology innovation. This problem 

can manifest in numerous ways, such as: 

• Lack of awareness and understanding of the benefits and risks of modern technology 

innovation among the management, the workforce, and the stakeholders. 

• Lack of trust and confidence in the reliability, security, and usability of modern 

technology innovation, especially among the older and more experienced workers. 

• Lack of skills and competencies to operate, maintain, and optimize modern 

technology innovation, resulting in low adoption rates, deficient performance, and 

high turnover. 

• Lack of collaboration and communication between the different departments, 

functions, and levels of the organization, leading to silos, conflicts, and inefficiencies. 

• Lack of change management and leadership support to drive the cultural and 

behavioural changes required for successful technology innovation. 

The importance of this study is observed because mining industry is one of the industries 

that employ old conventional ways of extracting minerals from deep levels underground, 

for this to happen humans are on the forefront of performing this function. There has 

been a couple of technology implantation throughout the industry and one of such was 

in the trackless mobile machines space. The Mine Health and Safety Act of South Africa 

(1996) introduced collision avoidance systems which started with the implementation of 

proximity detection system as a prerequisite for all underground mobile machines. This 

was driven by the number of accidents and loss of lives of underground mining 

employees. The initial level 7 which required the employer to ensure that the operator of 

an underground machinery is made aware of any hazards around their machinery, 

prompting the operator to respond to the identified hazards. The rollout process took 

place however the industry continued to experienced accidents which most of them 

resulted in fatalities, this prompted the introduction of a more robust system with an aim 

of curbing the incidents from underground trackless mobile machinery. The reason for 

the study is to assist in identifying the causes that led to the failure of the previous 



13  
  

intervention (level 7) by the minerals council of South in their aim to promote zero harm 

in the mining sector. 

The impact of the failure to prevent accidents impacts the company in the form of 

financial loses when an incident of this nature occurs. The leadership on different 

operations are also impacted because they have the responsibility to assess risk and 

produce mitigating measures, in a case of more fatalities they fell the pressure imposed 

on the operation. The labour or employees’ representatives (union) is another party that 

is impacted especially when the system fail, leading to the loss of life. 

The main goal of this study is aimed at the senior management in the industry due to 

the reasons provided in the above section. The outcome of the study could be useful to 

direct the industry in terms of how to do things differently in the future. The other 

important stakeholders who might have interest in this study is the minerals council, the 

department of mineral resources and energy and the trade unions on the mining sector. 

Management challenges with the introduction of modern technology in the mining 

industry. 

Possible Solutions: The Human-Centred Approach 

To overcome the human factor problem, mining companies need to adopt a human-

centred approach to technology innovation, which means putting the people at the 

centre of the design, development, and deployment of modern technology innovation. 

This approach can involve the following steps: 

• Engage and involve the end-users and the stakeholders in the initial stages of 

technology innovation, to understand their needs, expectations, and concerns, and 

to co-create solutions that are relevant, useful, and acceptable. 

• Educate and inform the management, the workforce, and the stakeholders about the 

benefits and risks of technology innovation, and provide them with clear and 

consistent messages, feedback, and guidance. 

• Empower and enable the workforce to acquire the skills and competencies needed 

to operate, maintain, and optimize technology innovation, and provide them with 

adequate training, coaching, and support. 

• Encourage and facilitate the collaboration and communication between the different 

departments, functions, and levels of the organization, and create a culture of 

innovation, learning, and teamwork. 



14  
  

• Ensure and demonstrate the change management and leadership support for 

technology innovation, and align the vision, strategy, and incentives with the desired 

outcomes and behaviours. 

1.5.1 Change management plays a pivotal role in the successful implementation of 

technology within organizations.  

1.5.1.1 Minimizing Resistance: 

• Technology shifts can interrupt existing habits and procedures, causing 

opposition from workers who may prefer the current situation. 

• Change management helps find possible causes of opposition and uses 

methods to overcome them, making it more probable that employees will 

accept the new technology (Abbas, 2023). 

 

1.5.1.2 Ensuring User Adoption: 

• Making a technology implementation work is not just about making the 

technology functional; it's about making sure that users adopt and use it well. 

• Change management aims to get users on board, offer training and assistance, 

and help people and teams adopt the new technology without any problems. 

1.5.1.3 Maximizing ROI (Return on Investment): 

It takes a lot of resources for organizations to get and set up new technologies. To 

make the most out of their investment, it’s important that the technology is not only 

put in place but is used well and productively. By helping users adapt to the new 

technology, change management makes sure that its advantages are maximized 

(Abbas, 2023). 

To conclude, change management is crucial for dealing with the challenges of 

technology adoption, covering both mental and practical elements, and finally 

reaching effective implementation (Abbas, 2023; Kutner, 2021). 

1.5.2 This study had research questions that guided its purpose and scope. The following 

research questions were the focus areas throughout the study: 

• How can change management be implemented correctly to see the benefits of 

technology introduction in the South African mines? 



15  
  

• What are the factors that undermine change management efforts in the mining 

industry? 

• How does awareness of technology implementation assist employers to improve 

health and safety of employees? 

• Is the implementation of technology been done accordingly in the mining 

industry?  

• How can collision avoidance adoption be implemented without any challenges in 

the South African mining industry? 

1.5 Delimitations of the Study 

The study focused on a proximity detection system technology that is designed and used 

for the underground trackless mobile machines to activate collision avoidance system, 

this meant that the proximity detection devices used on track bound machines was 

excluded. The sample size for the study is 16 and a mine that the study took place is a 

platinum group metals’ mine. For the study to have relevance the period that was 

considered started in 2020 until when the pronouncement was made in 2022. The reason 

for the period chosen was based on the implementation of this type of technology 

(collision avoidance system) at the operation where data was collected switched to the 

technology in 2020. This excluded the years prior to the implementation because during 

that period the operation was still only on proximity detection system level 7.   

1.6 Assumptions  

This research assumed that the employees of the selected research site were aware of 

the technology initiatives that have been applied to their business unit. This study 

assumed that every employee at the selected site knew about the collision avoidance 

system that the minister of minerals, resources and energy had announced in December 

2022. 

 

CHAPTER 2. LITERATURE REVIEW 

2.1 Introduction   

According to Errida & Lotfi, (2020), managers in any organisation are to access change 

readiness for adopting new technology. They further mentioned that there are four 



16  
  

factors that affect the adoption of a PMM such as leadership, communication, strategy 

alignment and organizational culture. The four factors include: 

• The low readiness of some employee groups, such as site managers and support 

functions staff, who feel they lack the necessary knowledge and are unsure about 

the management's support. 

• The inadequate organizational readiness in terms of process adaptability, 

organizational system, people ability, time availability and skill development. 

• The poor project management maturity, as the main processes and good practices 

are poorly defined and documented. 

• The absence of change management activities and a formal approach for managing 

the human side of change. 

High level of project management maturity within the company as it has clear project 

management standards, processes, and tools. Moderate level of change 

management maturity as the company has some change management practices but 

they are not consistent or formalized. The authors concluded that the proposed 

model can help managers to identify the readiness gaps and the areas of 

improvement for adopting a PMM in their organizations (Errida & Lotfi, 2020).  

To address these challenges, the authors suggested some actions that could help 

build change readiness for implementing a Project Management Methodology 

(PMM). These are: communication, empowerment and coaching, training, executive 

engagement, development of project management culture and building capacity of 

change (Errida & Lotfi, 2020). 

Table 8: Gaps on Literature reviews of change management  

Source Topic Limitations/Critiques 
Rozenkowska (2023) Behavioural intentions Not always predetermined, 

may result from social 
influences or situational 
factors 

Various authors Theory of Planned Behaviour 
(TPB) 

Does not account for 
emotions, moral norms, self-
identity, or other factors 

Fishbein and Ajzen (2009) TPB Can be extended with 
additional predictors if 
conceptually and empirically 
distinct 

Robin et al. (2011) TPB-based longitudinal 
research 

Intention is a much stronger 
predictor than other 
components of the TPB 
model 



17  
  

Marikyan, Davit & 
Papagiannidis (2023) 

TRA Intention is the best single 
indicator of behaviour 

Various scholars TPB Past behaviour can have a 
direct effect on future 
behaviour 

Various scholars TPB Conceptual and operational 
issues, such as definition 
and measurement of PBC 

Sniehotta et al. (2015) TPB Limited predictive power, 
especially with “inclined 
abstainers” 

 

 

Gaps in Technology adoption and business sustainability 

From the literature used to support this study a couple of authors including Ramjack, 

(2015) and (Ediriweera & Wiewiora, 2021) did research about the topic of 

implementation of new technology in different applications however the responses 

are familiar to the mining industry. According to Ramjack, (2015) and (Ediriweera & 

Wiewiora, 2021), there were gaps that were identified under this topic and those are 

listed as follows: 

• What technological advancements are better suited to promote seamless 

technology implementation? 

• To what extent do technical factors (e.g., infrastructure, design) affect 

implementation of new technology? 

• To what extent do cultural differences affect implementation of new technology? 

• To what extent do individuals’ beliefs and personality traits affect implementation 

of new technology? 

• To what extent do digital technologies and innovative solutions reduce accidents 

in mines especially underground? 

• How can the engagement of stakeholders, including employees, and employees’ 

representatives (trade unions), be effectively integrated into the technology 

adoption process to promote smooth implementation of new technology? 

• How does the performance of technology correspond to the anticipated 

sustainability benefits? 

Conclusion  

Technological advancements might have positive or negative impacts on 

sustainability of a business like in case of a mining company. It’s essential to 

understand the adoption of these technologies to achieve better sustainability. In this 

study, i identified and discussed the main opportunities and challenges of technology 



18  
  

adoption in a mining sector looking with emphasis on authors sustainability of a 

business which will be brought by steady safety performance. In addition, a 

bibliometric analysis is used to identify and explore research gaps. These research 

gaps were the foundation for recommending future research questions and areas of 

study. The insights drawn from this study provide several theoretical contributions to 

the existing literature and offer valuable practical implications for practitioners, 

policymakers, and developers/suppliers.  

 

Theoretically, the study contributes to understanding the relationship between 

technology adoption and sustainable business while looking at the safety aspects of 

employees. By examining the opportunities and challenges associated with adopting 

collision avoidance technologies in mining, the study highlights these technologies’ 

potential benefits and drawbacks in achieving sustainability and proper 

implementation. This can inform theoretical models that seek to explain the 

relationship between technology adoption and users’ reaction towards technology 

implementation. Additionally, by identifying and discussing the key drivers and 

barriers to technology adoption, the study can assist in developing effective policies 

and strategies for promoting effective technologies that support sustainable 

business.  

2.2 Overview of the Collision Avoidance System 

A Proximity Detection System (PDS) warns both parties when two equipped vehicles 

and/or pedestrian come close to each other. Mining vehicle operators, whether 

underground or above ground, have difficulty seeing the people, other mining 

equipment, or possibly hazardous objects near their machine because of its large size 

and blind spots. Proximity detection systems enhance the operator's awareness by 

detecting potential collision threats and notifying the operator with sound and sight (Liu 

et al., 2023). Equipped pedestrians also get a sound and sight warning when there is an 

equipped vehicle close by that poses a potential danger. 

A lot of work has been done by many organizations in the past few years to create 

standards for proximity detecting devices (Greyvensteyn, 2018). This makes it easier for 

clients to choose a system that suits their needs, because they have a measurable user 

requirement. 

Åhlén, (2014) defines three different levels of control for the user requirement as follows: 



19  
  

• Level 7: Operator awareness - This is a system that notifies the operator of a 

potential hazard. 

• Level 8: Advisory controls - This system gives guidance to the operator on how 

to act. 

• Level 9: Intervention controls - This is a collision avoidance system that takes 

over from the operator. 

In underground mining operations, a collision avoidance system (CAS) is a safety device 

intended to avoid collisions between automobiles and pedestrians (Greyvensteyn, 2018; 

Zhao et al., 2017). To warn vehicles and pedestrians of impending collisions and stop 

accidents, the CAS system combines sensors, alerts, and automated braking 

(Greyvensteyn, 2018). While CAS intervenes by either stopping or slowing down the 

vehicle to prevent or at least lessen the severity of collisions between equipped vehicles 

and equipped pedestrians, PDS enhances the operator's awareness by detecting 

potential collision threats and warning the operator visually and audibly (Liu et al., 2023). 

Sensors can be added to objects so that a system can identify, alert, and take 

appropriate action if there is a chance of a collision (Zhao et al., 2017). 

Challenges with implementation of new technology 

Implementing new technology in an organization can bring many benefits, such as 

increased efficiency, productivity, innovation, less safety interruptions, and customer 

satisfaction. However, it can also pose significant challenges for managers, who need 

to ensure that the technology is aligned with the strategic goals, compatible with the 

existing systems, and adopted by the employees. In this document, we will discuss some 

of the common management challenges when it comes to implementation of new 

technology in mining and/or any other sector and provide some suggestions on how to 

overcome them. 

 

 

 

Challenge 1: Resistance to Change 

Challenge Factors Consequences Source 
Resistance to 
Change 

Fear of losing jobs, 
skills, or status, lack 
of trust in 
management or 

Can hinder 
successful adoption 
of technology, lower 
performance, 

Bovey, W. H., & Hede, 
A. 2001 



20  
  

technology, 
preference for 
familiar ways of 
working 

morale, and 
satisfaction among 
employees 

 

Challenge 2: Integration Issues 

Challenge Source Issue Result Impact 
2: 
Integration 
Issues 

Davis, F. D. 
(1989) 

Incompatibility, 
complexity, or 
inconsistency of 
new technology 
with current 
infrastructure, 
data, or 
workflows 

Disruptions, 
errors, or 
inefficiencies in 
operations, 
affecting quality 
and reliability of 
products/services 

Increased costs 
and risks, 
reduced return 
on investment 

 

Challenge 3: Resource Constraints 

Challenge Constraints Impact Source 
Resource 
Constraints 

Time, money, or 
human resources 

Affects scope, 
quality, or speed of 
implementation and 
can compromise 
outcomes and 
benefits of new 
technology 

Kotter, 1995 

 

 

Challenge 4: Lack of Skills and training  

Challenge Issue Consequences 
Lack of Skills and 
training 

New technology requires new 
skills and competencies 

Lower productivity, higher 
errors, frustration, 
dissatisfaction, affect 
adoption and acceptance 

 

Conclusion on the identified challenges  

Implementing new technology in an organization can be a challenging task for 

managers, who need to deal with various issues, such as resistance to change, 

integration issues, and resource constraints. However, by applying some of the 

strategies discussed in this document, managers can overcome these challenges, and 

ensure a successful and smooth implementation of the new technology. This can lead 



21  
  

to improved performance, innovation, and competitiveness of the organization, and 

increased satisfaction and engagement of the employees and the customers. 

Change management  

Proper change management can help organizations overcome resistance, align 

stakeholders, communicate effectively, and sustain the change over time. Some benefits 

of proper change management implementation are as listed in the table below: 

Aspect Description 
Change management Process of planning, implementing, and 

evaluating organizational changes to achieve 
desired goals and outcomes 

Benefits Overcome resistance, align stakeholders, 
communicate effectively, sustain change 
over time 

Increased employee engagement and 
satisfaction 

Employees involved in change process, 
understand rationale and benefits, receive 
adequate training and support 

Reduced costs and risks Identify and mitigate potential challenges 
and risks, reduce costs and negative impacts 

Improved performance and 
innovation 

Adoption of new technologies, processes, 
products, or services, improve efficiency, 
quality, customer satisfaction, and 
competitiveness, foster culture of 
continuous learning and improvement 

 

Benefits of proper change management 

Proper change management is essential for any organization that wants to adapt and 

thrive in a dynamic environment. According to Kotter (1995), proper change 

management involves eight steps: creating a sense of urgency, forming a powerful 

coalition, developing a clear vision, communicating the vision, empowering others to act, 

creating short-term wins, consolidating gains, and anchoring the change in the culture. 

Some of the benefits of following these steps identified by Kotter (1995) are: 

• Creating a sense of urgency: This can motivate the organization to initiate and 

support the change, rather than complacent or resistant. It can also help create a 

shared understanding of the need and direction of the change. 

• Forming a powerful coalition: This can leverage the influence and expertise of key 

leaders and stakeholders who can champion and guide the change. It can also 

increase the credibility and legitimacy of the change initiative. 



22  
  

• Developing a clear vision: This can provide a coherent and compelling picture of 

the desired future state and the benefits of the change. It can also help align the 

goals and strategies of the change with the mission and values of the organization. 

• Communicating the vision: This can ensure that everyone in the organization 

understands and supports the vision and the change. It can also help build trust and 

commitment among the employees and customers. 

• Empowering others to act: This can remove the barriers and obstacles that may 

hinder the implementation of the change. It can also encourage the participation and 

empowerment of the employees and customers who are affected by the change. 

• Creating short-term wins: This can demonstrate the progress and success of the 

change and provide feedback and recognition to the change agents and supporters. 

It can also reinforce the momentum and confidence of the change effort. 

• Consolidating gains: This can ensure that the change is not reversed or diluted by 

the pressures of the status quo or the emergence of new challenges. It can also help 

institutionalize and integrate the change into the normal operations and systems of 

the organization. 

• Anchoring the change in the culture: This can make the change a permanent and 

pervasive part of the organization's identity and values. It can also help sustain the 

change and enable further adaptation and innovation. 

All about implementing new technology in the mining industry  

One possible gap that has been identified when implementing new technology in the 

mining industry is the lack of alignment between the technology and the organizational 

culture and processes. According to Oyewobi, Windapo, Rotimi, and Ojelabi (2019), the 

adoption of new technology in the mining industry requires a change management 

strategy that considers the human, social, and environmental factors that may affect the 

acceptance and use of the technology. The authors suggest that the technology should 

be compatible with the existing values, norms, and practices of the organization, and 

that the stakeholders should be involved in the decision-making and implementation 

processes. To prevent this gap from recurring, the mining industry should conduct 

regular assessments of the organizational culture and processes, and identify the 

potential barriers and facilitators for the technology adoption. The mining industry should 

also communicate and consult with the stakeholders throughout the technology 

innovation process and address their needs and expectations. 



23  
  

Another possible gap that has been identified when implementing new technology in the 

mining industry is the lack of adequate skills and competencies among the employees. 

According to Osanloo, Paré, and Nadeau (2016), the introduction of new technology in 

the mining industry creates new demands for technical, operational, and managerial 

skills, as well as the ability to adapt to changing work environments. The authors 

recommend that the mining industry invests in training and education programs that 

enable the employees to acquire and update the necessary skills and knowledge to use 

the new technology effectively and efficiently. To prevent this gap from recurring, the 

mining industry should conduct regular analyses of the skill and competency 

requirements for the new technology, and design and deliver tailored and flexible training 

and education programs for the employees. The mining industry should also provide 

opportunities for the employees to learn from each other and from external experts and 

foster a culture of continuous learning and improvement. 

A third possible gap that has been identified when implementing new technology in the 

mining industry is the lack of sufficient security and privacy measures to protect the data 

and information generated by the technology. According to Yu, Ding, and Zhou (2018), 

the mining industry faces various challenges in ensuring the confidentiality, integrity, and 

availability of the data and information collected, processed, and transmitted by the new 

technology, such as big data, cloud computing, and Internet of things. The authors 

propose that the mining industry adopts a comprehensive and proactive approach to 

data and information security and privacy, which includes risk assessment, policy 

formulation, compliance monitoring, and incident response. To prevent this gap from 

recurring, the mining industry should adopt and implement the best practices and 

standards for data and information security and privacy, and update them regularly to 

cope with the emerging threats and vulnerabilities. The mining industry should also 

educate and train the employees and other stakeholders on the importance and 

principles of data and information security and privacy, and establish clear roles and 

responsibilities for the data and information management. 

These are some of the gaps that have been identified when implementing new 

technology in the mining industry, based on the literature review. To address these gaps, 

the mining industry needs to adopt a holistic and integrated perspective that considers 

the technical, organizational, human, and ethical aspects of the technology innovation 

process. 

Table 9: Gaps on Literature reviews of change management  

Gap Issue Solution Prevention References 



24  
  

Lack of 

alignment 

Technology not 

compatible with 

organizational 

culture and 

processes 

Change 

management 

strategy 

considering 

human, social, 

and 

environmental 

factors 

Regular 

assessments of 

organizational 

culture and 

processes, 

communication, 

and consultation 

with 

stakeholders 

Oyewobi, 

Windapo, 

Rotimi, and 

Ojelabi (2019) 

Lack of skills 

and 

competencies 

New technology 

creates new 

demands for 

technical, 

operational, and 

managerial 

skills 

Investment in 

training and 

education 

programs 

Regular 

analysis of skill 

and competency 

requirements, 

tailored and 

flexible training 

and education 

programs, 

opportunities for 

learning, culture 

of continuous 

improvement 

Osanloo, Paré, 

and Nadeau 

(2016) 

Lack of security 

and privacy 

measures 

Challenges in 

ensuring 

confidentiality, 

integrity, and 

availability of 

data and 

information 

Comprehensive 

and proactive 

approach to 

data and 

information 

security and 

privacy 

Adoption and 

implementation 

of best practices 

and standards, 

regular updates, 

education and 

training, clear 

roles and 

responsibilities  

for data and 

information 

management 

Yu, Ding, and 

Zhou (2018) 

 

Resistance to change literature  



25  
  

• Establishing a supportive and collaborative culture that encourages 

experimentation, learning, and feedback, and that empowers the employees to 

participate in the decision-making and problem-solving processes of technological 

change (Ghodrati et al., 2015; Baines et al., 2017). This can help to reduce the fear 

and anxiety of the employees, and to enhance their sense of ownership and 

involvement in the change initiative. 

• Providing adequate and timely education and training for the employees to equip 

them with the necessary skills and knowledge to use the new technology, and to 

address their concerns and expectations (Yu et al., 2018; Ziemski, 2018). This can 

help to increase the confidence and competence of the employees, and to foster a 

positive attitude towards the change. 

• Creating a flexible and adaptive organizational structure that can accommodate the 

changes brought by the new technology, and that can facilitate the coordination and 

integration of different functions and units (Yu et al., 2018; Ghodrati et al., 2015). 

This can help to streamline the workflows and processes, and to optimize the 

resource allocation and utilization. 

• Rio Tinto, one of the world's largest mining companies, has been implementing a 

comprehensive and ambitious program of automation and digitalization across its 

operations, aiming to improve its productivity, safety, and sustainability. However, the 

company has also faced significant challenges in managing the organizational and 

human aspects of the change, such as the resistance from the unions, the impact 

on the local communities, and the need for reskilling and redeploying the workers 

(Fitzgerald and Howe, 2017). To address these challenges, the company has 

adopted a collaborative and inclusive approach, involving the stakeholders in the 

design and implementation of the change, providing extensive training and 

development opportunities for the employees, and creating new roles and career 

paths for the displaced workers (Fitzgerald and Howe, 2017). 

• Barrick Gold, the world's second-largest gold producer, has launched a digital 

transformation initiative to modernize its mining operations, leveraging technologies 

such as artificial intelligence, cloud computing, and data analytics. However, the 

company has also encountered difficulties in changing the culture and mindset of its 

workforce, which was accustomed to the traditional and hierarchical ways of working 

(Ziemski, 2018). To overcome this challenge, the company has created a dedicated 

digital team that works closely with the operational teams, fostering a culture of co-

creation, innovation, and continuous improvement. The company has also invested 



26  
  

in training and coaching the employees, and rewarding and recognizing their 

contributions to the digital transformation (Ziemski, 2018). 

One possible cause for the resistance to change in the mining industry is the 

entrenched culture of risk aversion and conservatism that has been shaped by the 

historical, social, and economic factors of the sector (Baines et al., 2017). Mining 

companies tend to focus on short-term operational efficiency and profitability, rather 

than long-term strategic innovation and transformation (Ziemski, 2018). Moreover, 

the adoption of new technology often requires significant upfront investment, 

organizational restructuring, and workforce reskilling, which may encounter various 

barriers and uncertainties in the complex and dynamic mining environment (Ghodrati 

et al., 2015). 

To overcome the resistance to change and facilitate the adoption of new technology in 

the mining industry, some of the strategies that have been suggested by different authors 

are: 

• Developing a clear and compelling vision and roadmap for technological change that 

aligns with the organizational goals and values, and communicates the benefits and 

risks to all stakeholders (Ziemski, 2018; Baines et al., 2017). This can help to create 

a shared understanding of the need and direction for change, and to generate 

commitment and support from the top management, the employees, and the external 

partners. 

• Engaging and empowering the employees and managers at all levels of the 

organization, and fostering a culture of collaboration, trust, and learning that 

supports innovation and experimentation (Yu et al., 2018; Ghodrati et al., 2015). This 

can help to reduce the fear and anxiety associated with change, and to enhance the 

involvement and ownership of the people who are affected by and responsible for 

the implementation of the new technology. 

• Providing adequate training and education to enhance the digital literacy and 

competencies of the workforce, and creating opportunities for knowledge sharing 

and feedback among the users and developers of the new technology (Yu et al., 

2018; Ziemski, 2018). This can help to improve the skills and confidence of the 

employees to use the new technology effectively, and to facilitate the continuous 

improvement and adaptation of the technology based on the user feedback and 

experience. 

• Leveraging external partnerships and networks with technology suppliers, research 

institutions, industry associations, and government agencies, to access diverse 



27  
  

sources of expertise, funding, and support for technological change (Baines et al., 

2017; Ghodrati et al., 2015). This can help to overcome the resource and knowledge 

constraints that may limit the innovation capacity of the mining companies, and to 

benefit from the best practices and lessons learned from other sectors and regions. 

2.3 Theoretical Framework 

The Technology Acceptance Model (TAM) Framework 

There are a couple of technology acceptance models applied across the different 

industry (Koul, Sahil & Eydgahi, 2017). These models aid in the comprehension of how 

people accept and use new technologies. For this study emphasis was put on the 

Technology Acceptance Model, below is a look at the different types of such models:  

2.3.1 The TAM, or Technology Acceptance Model:  

Fred Davis created TAM in 1986, with an emphasis on technology adoption in the 

information sciences field It revolves around two main ideas (F. Davis, 1986):  

• Users' perception of a technology's ease of use is known as perceived ease of use.  

• Perceived usefulness is defined as the advantages of utilizing the technology as 

perceived. 

Mit & Carehive (2020) emphasised that users' attitudes and intentions for implementing 

the technology are influenced by these perceptions. 

2.3.2 Technology-Organization-Environment (TOE) 

Framework:  

This model looks at how environmental and organizational elements affect the adoption 

of new technologies (Vagnani, G; Gatti, C & Proietti, 2019). It takes into account 

elements including external environment, organizational structure, and culture (Mit & 

Carehive, 2020). 

2.3.3 Task Technology Fit (TTF):  

This model evaluates how well a technology fits users' demands and tasks. It highlights 

how technology fits into particular occupational requirements (Goodhue & Thompson, 

1995). 



28  
  

2.3.4 Innovation Diffusion Theory (IDT):  

Everett Rogers developed IDT, which examines how innovations proliferate within a 

social structure (Mit & Carehive, 2020). This theory takes into account variables such as 

adopter classifications, societal norms, and communication channels (Ruud, E; Watts 

Simmonds, 2016). 

2.3.5 Rational Choice Theory 

One can find two prominent theoretical frameworks for technology adoption: Technology 

Acceptance Model (TAM), and the Theory of Planned Behaviour (TPB) (Koul, Sahil & 

Eydgahi, 2017). This research examined the Technology Acceptance Model framework 

to comprehend how it influenced the adoption of the collision avoidance system for the 

underground trackless environment. This was considered important for understanding 

the research questions raised in chapter one regarding the adoption of technology for 

South African mining industry.  

TAM has been used in various domains, such as information systems  (C. Davis, 1989). 

TPB, on the other hand, is frequently used in marketing research studies and is well 

known for doing so  (Rozenkowska, 2023). Therefore, it is a relevant model to use when 

examining how consumers adopt different technologies, and this was suitable because 

the mining companies are seen as customers of the technology of the collision 

avoidance system.  

Technology Acceptance Model examines the Perceived Usefulness (PU and the 

Perceived Ease of Use (PEOU as the mental response from the user. PU is important 

for the researcher to understand how the user perceives the usefulness of the new 

technology that is being suggested. This was an area that was explored to try and 

understand how the benefits of any technology are communicated to the end user from 

the start of the implementation process. It has been observed that workers especially in 

the underground environment will support adoption of technology if they know that the 

technology in question has few or no difficulties when it comes to ease of use (Lööw, 

2022). This is called Perceived Ease of Use (PEOU, and it has a large role because 

once the workers can be assured of the ease of use there is a likelihood that such 

technology will achieve the support it was intended for. Figure 1. below shows the 

original TAM theoretical framework which analyses the external variables that will 

facilitate or hinder technological adoption. 



29  
  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Figure 2 Technology Acceptance Model (TAM) 

 

 

 

 

 

 

 

 

 

 

Figure 3 The Theory of Planned Behaviour Model (Ajzen, 1991, p. 182) 

Figure 1: Technology Acceptance Model (TAM) 



30  
  

Ajzen (1975) first proposed this theory but Ajzen & Fishbein (1980) later revised it to 

analyse how individuals behave in volitional situations(Sparks, Paul; Shepherd, 1992). 

The existing literature has shown that TPB focuses on predicting deliberate human 

behaviour and then combines it with the construct of perceived behavioural control 

(Montaño & Kasprzyk, 2015)(Sparks, Paul; Shepherd, 1992). The literature has provided 

enough evidence that by adding the perceived behavioural control construct, TPB can 

improve its prediction of behavioural intentions (Madden et al., 1992. A study that 

compared the TRA and TPB models for ten different behavioural scenarios found that 

TPB explained behavioural intentions much better than TRA because of the inclusion of 

the perceived behavioural control construct (Madden et al., 1992). Moreover, Madden 

et al. (1992) found that the higher the level of perceived behavioural control, the more it 

improved the explanation. 

 

 

Figure 4: Conceptual/Theoretical Framework 

2.4 Dominant views on the theory of change management 

Managing change is a complex form of applied leadership that requires attention in 

various areas (Gill, 2003). All the essential factors that affect the outcome of a project's 

change must be considered. The effective change manager must make sure that each 

stage of the process follows the plan and that none of the many possible pitfalls 

jeopardizes the project's success (Burnes, 2011). 



31  
  

2.4.1 Factors That Contribute to the Success of Change Management 

Organisational change management can be defined as a systematic process by which 

an organization plans, implements, and evaluates its change effort to achieve the 

intended outcome (Hassan, 2018). The recognition of change as a strategic force and 

its cost in businesses has increased the need for researchers to explore deeply how 

managers and change agents can better manage workplace change projects (Hassan, 

2018). According to Hassan (2018) organizational Change Management is concerned 

with supporting the process of change by changing strategies, structures, and 

processes. He also suggested that employees in an organization have an important role 

in the change process, where their response to change determines whether the change 

efforts succeed or fail. 

According to Kitchen et al., (2002), it is essential to comprehend change and the factors 

that influence it. They first highlighted that internal and external factors need to be taken 

into account, as these can affect the success or failure of the proposed change (Kitchen 

et al., 2002). They recommended that it is important to understand the reasons behind 

certain events and the following are some of the questions that are usually asked by 

someone who has attempted to enact a change and it failed (Kitchen et al., 2002): 

2.5.1 What makes change management initiatives fail so often? This question could be 

cleared or responded to once a change was introduced and the management of change 

was not followed to understand the cause of that change. 

2.5.2 How can failure be avoided? The response to this question was expected to be gathered 

during the interviews because it could be the solution to the prevention of doing the 

same mistake like in the past. 

2.5.3 How can the risk posed by change be reduced? The expectation from the change 

management process is that if there are risks that can be observed, how these could be 

reduced in a case where they cannot be eliminated. 

It is essential that any organisation develops a way of communication to make sure that 

everyone understands the change that is going to be introduced well (Kitchen et al., 

2002). 

Organizational change is influenced by both internal and external forces (Hassan, 2018). 

Hassan (2018) stated that internal elements that affect organizational change often led 

to external changes. Hassan (2018) highlighted some of the factors that could motivate 

an organization to seek change: those include low productivity, absenteeism, turnover, 

union involvement, and leadership participation. 



32  
  

Although the factors mentioned above are considered as internal, they are connected to 

external factors because they are often created to deal with external factors such as 

competition, the need to meet market demand, changes in technology, changes in 

government regulations, and social pressure (Hassan, 2018). 

2.5.4 Address the human component of change methodically:  

People will have worries when there is a major change (Neilson et al., 2004). It should 

be fully embedded into the program that guides and supports decision-making to 

communicate and enable strategies direction. It should be based on an honest 

evaluation of the organization’s history, readiness for change, and capacity to adapt 

(Neilson et al., 2004). It should also link multiple transformations initiatives. 

A formal way of managing change should be developed early, starting with the 

leadership team and then involve key stakeholders and leaders, and it should be 

updated as change spreads through the company (Neilson et al., 2004). One of the four 

pillars of any transformation strategy must be a disciplined approach to change 

management like in the picture below. 

 

Figure 5: Comprehensive Strategy-Based on Transformation Approach (Neilson, et al., 2004) 

 

2.5.5 Change begins at the top and begins on the first day:  



33  
  

People at all levels of an organization struggle with change, and they look to the CEO 

and the leadership team for guidance, help, and vision when it is coming (Neilson et al., 

2004). Neilson et al., (2004) state that executive teams that work well together, have a 

shared commitment to the change's direction, know the culture and behaviours they 

want to create, and can exemplify those changes themselves are more likely to succeed. 

2.5.6 Real change occurs at the organizational level: 

Transformation efforts affect different levels of the organisation as they progress through 

the phases of creating the strategy/targets, designing, and executing (Weddle, B; Bucy, 

M; Schaninger, B; & VanAkin, 2021). They highlighted that plans need to be in place to 

identify leaders and assign roles for design and execution across the organisation (see 

Cascading ownership diagram below). The leadership team and their direct reports are 

often responsible for developing the strategy and defining the goals (Weddle, B; Bucy, 

M; Schaninger, B; & VanAkin, 2021). Senior managers and the next level of executives 

should form design teams that are prepared to lead the change and work together 

across boundaries (Neilson et al., 2004). Individual contributors and line managers are 

essential for execution. There need to be leaders at each of these levels who have been 

chosen and trained, who are dedicated to making the change happen and who align 

with the organisation's goal (Lööw, 2022). 

 

Figure 6: Cascading ownership (Neilson, et al., 2004) 

 

 

2.5.7 Face reality, show faith, and create a vision.  



34  
  

People tend to be sceptical and will question the need for change, the path the 

organization is taking, and if they are willing to personally contribute to making change 

happen (Neilson et al., 2004). Neilson et al., (2004) stated that people will seek 

leadership for direction. They also suggested that ways to create or impose alignment 

among the leadership team include making a formal argument for change and writing a 

vision statement. 

2.5.8 Create ownership, not just buy-in:  

Large-scale transformation programs require distributed leadership that can shape 

decisions that the senior team is aware of and unaware of (Neilson et al., 2004) (see 

figure 7 below. To create a strong base of support for change among the employees, 

change leaders must exceed expectations during the transition (Neilson et al., 2004). 

 

Figure 7: Organisational Reach of Change Program (Neilson, et al., 2004) 

2.6 Descriptive models 

A descriptive model identifies the main factors and components that affect the 

performance of any company, including the success rate of any reform or resolution. 

There are various descriptive models that explain and recognize the different 

components that influence the results of organizational change efforts (Errida, A; Lofti, 

2021). These models emphasize the different aspects and offer different perspectives. 

In the late 1970s, two consultants from McKinsey, Thomas Peters and Robert 

Waterman, developed the most used model, called the McKinsey’s 7-S (Smith et al., 

2014). According to Smith et al., (2014) this model deals with the interrelation between 

elements of strategy and it is widely used when dealing with this topic. The 7-S model 

includes what is required for any organization to go through when there is a change that 

must be undertaken (Smith et al., 2014). For this to happen, there needs to be staffing 



35  
  

that can enable the change, the systems to be followed are also important, and the 

structure that must be followed to achieve such change (Smith et al., 2014). This model 

has given businesses the opportunity to improve in achieving goals that any organization 

is planning to undertake.   

2.6.1 The Action Research Model/Theory 

This kind of change model is not only concerned with the change itself, but also with 

how the person affected by the change behaves. Burnes (2020) argues that this kind of 

change model also allows the testing of the method of changing behaviour. The model 

is action-oriented, which means that there must be a goal that needs to be achieved for 

the change to happen. The model gives the researcher chances of trying different 

frameworks in a real situation. The first step according to this model is to identify or 

diagnose a need for change, this is called the unfreezing phase (Burnes, 2020). This 

step is important for this specific research because the new change that is introduced in 

the form of collision avoidance system will be compared with existing models of change. 

The introduction of the CAS level 9 was motivated by the regulation issued by the 

department of minerals, energy, and resources. The second step is to introduce an 

intervention (moving), this is where an alternative is introduced. For the purposes of this 

research, the introduction of CAS level 9 came as a replacement of the PDS level 7 that 

was in use which didn't achieve the expected results. Finally, the researcher is given an 

opportunity to evaluate and stabilize change, this is commonly known as the refreezing 

phase. It is suggested that this process be done in the form of drills, in the mining 

industry there are fire drills that are usually conducted with the aim of making employees 

aware of what to do during a fire or an emergency. 

The same could be applied to this research model, the person who must implement the 

change can focus on how and when to freeze, move, and unfreeze at any given time. 

CHAPTER 3. RESEARCH METHODOLOGY 

3.1 Research Strategy 

The research questions stated in chapter one were examined using the research 

methodology and design described in this section. These research questions aimed to 

explore factors that enabled and/or prevented technology adoption for collision 

avoidance system (CAS) in the South African mining industry. The focus was on 

understanding employees' resistance to the implementation of technology (collision 



36  
  

avoidance system) in the mining industry. The research questions considered the 

behaviour of mine workers towards the implementation and adoption of technology.  

The purpose of this study was to develop a method that could address the research 

questions posed in the first chapter. The study adopted an exploratory approach with an 

emphasis on discovery, which involved collecting data from the participants, analysing 

the factors identified in the relevant literature, and creating a model based on the 

research findings (Saunders et al., 2019). This approach is consistent with the qualitative 

research methodology, which is considered a rigorous way of examining the key aspects 

of the study phenomenon (Soiferman, 2010). According to Saunders et al. (2019), 

exploratory research aims to generate new insights and investigate topics from a new 

perspective.  

This study used a qualitative approach to explore the challenges that could prevent the 

adoption of new technology in the underground environment in South African mining 

setup. TAM is a common theoretical framework for examining how people make 

decisions about whether to adopt new technologies or not. To do this, sample interviews 

of people of different Paterson grades (organisational levels within the selected business 

unit) were carried out. 

3.2    Research Design 

According to Saunders et al., (2019), qualitative research studies often use three types 

of research designs: exploratory, analytical, and interpretative. The main purpose of this 

study was to examine the factors that influence or hinder the adoption of technological 

innovation in mining settings, with a focus on the South African context. 

One of the reasons why qualitative research method is suitable for technology 

acceptance method with emphasis on collision avoidance system is that it allows for a 

deeper understanding of the users' perceptions, attitudes, and experiences with the 

technology. Qualitative research method enables the researcher to explore the complex 

and contextual factors that influence the adoption and use of technological solutions in 

the mining industry, such as organizational culture, safety norms, user motivation, and 

user training (Venkatesh et al., 2016). The research method used entailed data 

collection in the form of sample interviews (see appendix 1 – 14), this enabled the 

researcher to gain rich and detailed insights into the users' needs, preferences, and 

challenges with the technology, as well as the benefits and barriers of adopting it 

(Saunders et al., 2019). Qualitative research method also allows for the development of 

a conceptual model or theory that can explain the phenomenon under study, which is 



37  
  

useful when there is a lack of existing frameworks or models in the literature (Soiferman, 

2010). Therefore, qualitative research method is appropriate for investigating the 

technology acceptance method with emphasis on collision avoidance system, as it can 

provide valuable information for designing, implementing, and evaluating the technology 

in the mining industry. This, strategy used one or more detailed descriptions of the case 

or cases, with a focus on their context (Aberdeen, 2013). Aberdeen (2013) agreed with 

what Yin (2009) observed, that qualitative case study strategy lets researchers study the 

effects of complex phenomena in their environment. South Africa is rich with different 

types of minerals, for this study a platinum group producing company was chosen. 

The study used semi-structured interviews to analyse responses from participants 

across four Paterson grades within the mine. The data from four levels within the 

business unit provided context on the factors affecting technology adoption with the CAS 

system as the focus point for the different groups. The study needed access to the four 

different levels in a typical mining organisation, namely: - senior management, middle 

management, officials/supervisors, and the equipment operators. The data collected 

was analysed to identify factors that hinder the adoption of collision avoidance systems 

in their operation. 

3.2.1 Population and Sample 

The study used a purposive sampling technique to select the participants for the data 

collection. Purposive sampling is a non-probability sampling method that involves 

selecting cases that are relevant to the research objectives and questions, based on the 

researcher's judgement and criteria (Saunders et al., 2019). 

The main advantage of purposive sampling is that it allows for the selection of 

information-rich cases that can provide in-depth and meaningful insights into the 

phenomenon under study (Soiferman, 2010). The main disadvantage of purposive 

sampling is that it may introduce biasness and limit the generalizability of the findings, 

as the sample may not be representative of the population (Saunders et al., 2019). 

Saunders et al., (2019) recommended that the sample design for semi-structured 

interviews should have between five and 25 participants. This number is within the 

suggested range of sample sizes by authors and other papers that propose 12 

interviews are enough for a qualitative study to reach saturation (Guest et al., 2006).  

The sample size was determined by the principle of data saturation, which is achieved 

when no new or relevant information emerges from the data collection (Saunders et al., 

2019). According to Soiferman (2010), the sample size in qualitative research depends 



38  
  

on the scope and complexity of the research topic, the quality and richness of the data, 

and the availability and accessibility of the participants. The researcher obtained the 

contact details of the participants from the human resources department of the business 

unit. the researcher explained to the management of the business unit the aim of the 

study and the informed them about the sample size that they would like to interview. 

Most of the interviews were face to face however where this was not possible an email 

invitation was forwarded to the participants requesting for a video or virtual meeting. The 

email invitation explained the purpose and objectives of the study, the data collection 

methods, including the ethical considerations. The email invitation also included a 

consent form and a demographic questionnaire that the participants had to complete 

and return before the interview.  

The interviews lasted between 45 to 60 minutes and were audio-recorded with the 

permission of the participants. The interviews were guided by a semi-structured 

interview protocol that consisted of open-ended questions. The interview protocol was 

pilot tested with two participants who were not part of the final sample, to check the 

clarity, relevance, and appropriateness of the questions. Based on the feedback from 

the pilot test, the interview protocol was refined and finalized before the commencement 

of the actual data collection. 

3.2.2 Research Paradigm 

The research paradigm that guided this study was interpretivism, which is a 

philosophical stance that assumes that reality is socially constructed and subjective, and 

that the researcher's role is to understand and interpret the meanings and perspectives 

of the participants (Saunders et al., 2019). Interpretivism is suitable for qualitative 

research methods, as it allows for the exploration of the contextual and situational 

factors that influence human behaviour and actions, such as culture, values, beliefs, and 

emotions (Soiferman, 2010). Interpretivism also acknowledges that the researcher is 

part of the research process and that his or her own assumptions, experiences, and 

values may affect the research outcomes (Saunders et al., 2019).  

3.3  Validity and Reliability 

This is described as the possible factors that can undermine the internal validity and 

reduce the credibility of the findings, such as changes in the environment, natural 

development, repeated testing, variability in the measurement tools, bias in the sample, 

loss of participants, contamination between groups, and competition among groups. The 



39  
  

researcher needs to recognize and eliminate these factors as much as they can to 

prevent confusing or alternative interpretations of the results. 

3.3.1 External Validity 

The external validity of this study refers to the extent to which the findings can be 

generalized or transferred to other contexts or settings, such as other mining sites, other 

industries, or other technologies (Saunders et al., 2019). The researcher also provided 

a detailed description of the context and setting of the study, such as the characteristics 

of the participants, the features of the technology, and the conditions of the environment, 

to allow the readers to assess the applicability and transferability of the findings to their 

own situations. Furthermore, the researcher used a theoretical framework of technology 

acceptance, which is a well-established and widely used model in the literature, to guide 

the data analysis and interpretation, and to link the findings to the existing body of 

knowledge. By doing so, the researcher aimed to enhance the reliability and validity of 

the study and contribute to the advancement of the field. 

3.3.2 Internal Validity 

The internal validity of this study refers to the extent to which the findings can be 

attributed to the collision avoidance system technology and not to other confounding 

factors, such as the characteristics of the participants, the research methods, or the 

researcher's bias (Saunders et al., 2019). To enhance the internal validity of this study, 

the researcher used multiple sources of data, such as interviews, documents, and 

observations, to triangulate the evidence and cross-check the consistency and accuracy 

of the data. Additionally, the researcher acknowledged and reflected on their own 

assumptions, experiences, and values that may have influenced the research process 

and outcomes and maintained a reflexive journal throughout the study. 

 

 

CHAPTER 4. DATA ANALYSIS AND 

PRESENTATION OF RESEARCH RESULTS 
 

4.1  Introduction 

This chapter investigates the factors that influence employees' acceptance or rejection 

of the new system and examines the impact of education, awareness, compliance, and 



40  
  

instruction on their behaviour and performance. By understanding the reasons behind 

employees' resistance, the research seeks to provide insights into how to facilitate the 

transition and adaptation to the new system, and ultimately, improve the effectiveness 

and safety of the technology. The four groups of study’s analysis were investigated after 

codes were formulated; themes were formed from the interviews’ responses. Each 

group’s responses are compiled as depicted below.  

4.2  Descriptive Statistics 

4.2.1  Data sample and respondents 

The data set consists of variables from a PGM producing mine located at the Eastern 

Limb of