EXPLORING EMPLOYEES’ RESISTANCE

TOWARDS THE CREATION OF AN

EXECUTABLE PROCESS MODEL FOR

INNOVATION ADOPTION IN MINING

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

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.

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.

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.

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.

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

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

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

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

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

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.

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

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

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.

Table 7: 2023 Fatalities Analysis

Region Potential Contributing Factors Observations/Recommendations

(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.

(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.

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.

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.

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

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.

• 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?

• 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

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

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

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:

• 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

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

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.

• 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.

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

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

• 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

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

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).

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.

Figure 2 Technology Acceptance Model (TAM)

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

Figure 1: Technology Acceptance Model (TAM)

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).

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.

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:

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.

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

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

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

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

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

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

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