Mining Sector in South Africa: An Individual Perception on Open Strategy

Abstract

This study aimed to investigate a positive approach to mining innovation and growth, as well as the effectiveness of open strategy as a practical solution to strategic management in South Africa. Through mixed-method research design, both qualitative and quantitative data analysis were performed using NVivo and SPSS software. The sampling frame included 20 interviews with highly knowledgeable participants and 205 online survey responses collected from participants established in medium to large size mining companies, shareholders, government /DMRE (Department of Mineral resources and Energy), MCSA (Mineral Council of South Africa), mines employees. The findings revealed that there was a statistically significant positive correlation between mining employee engagement and perceived advantages of open strategy (p<0.01), stakeholders' and workers' perspectives on open strategy, and how it may create transparency among them. Perceptions of open strategy have a significant association with the mining industry's ability for economic growth and job creation, as well as its relevance in ensuring organizational continuity. Many mines are ‘spreadsheet’ wealth driven. Most of which started with a plan and then been drawn into operational minutiae for the drive of self-sustaining operations-driven cash flow and losing sight of the strategic imperatives, with no or little reference to employee insights let alone anyone outside the organization. The open strategy calls on and seeks outside influence. Conclusively, this study gave relevant evidence that the mining industry should adopt an open strategy to increase worker participation, success, and economic growth while reducing false assumptions.