Exploring critical organisational change phenomena as barriers, enablers and opportunities for successful digital transformation in the South African mining industry

Abstract

This study explored the critical organisational change phenomena influencing the success of digital transformation in the South African mining industry amid the challenges of modernisation. Recognising the inadequacies of a narrow technology-centric approach, the research adopted an exploratory qualitative design, emphasising the interplay between organisational change phenomena and organisational elements. Findings underscored the significance of organisational digital maturity in determining digital transformation readiness, success, and scope, with identified barriers and enablers emphasising the need for a holistic integration of OCP with organisational change and organisational design elements. The study provided actionable recommendations for organisations, emphasising the leverage of digital transformation for improved decision-making and operational efficiency, mitigating resistance through comprehensive organisational change phenomena and organisational digital maturity implementation, and positioning DT as a key driver for business improvement in the South African mining sector. This study contributed valuable insights to the evolving landscape of digital transformation within organisational change, specifically tailored to the unique challenges of the South African mining industry. By highlighting the importance of a holistic and integrated approach, the study offered practical guidance for organisations aiming to enhance their DT strategies, potentially revitalising the mining industry and fostering improved business outcomes in terms of safety, production, and sustainability