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Investigating the Challenges to Digital Transformation in the Public Sector, A Case Study of the State Information Technology Agency (SITA), South Africa

Author

Listed:
  • Komna Lindelwa

    (Department of Business Studies, MANCOSA. 26 Samora Machel Street. Durban 4001, South Africa)

  • Mpungose Sabelo

    (Department of Business Studies, MANCOSA. 26 Samora Machel Street. Durban 4001, South Africa)

Abstract

This study investigates the challenges to digital transformation within the State Information Technology Agency (SITA) in South Africa. The purpose is to identify key barriers, explore their impact on operations and service delivery, and provide strategic recommendations. The research addresses the following questions: What are the main barriers SITA faces in adopting digital technologies? How do these challenges affect SITA’s operations and service delivery? What strategies can enhance SITA’s digital transformation efforts? Utilizing a qualitative research design, the study employs semi-structured interviews with SITA employees and reviews relevant documents. The analysis is guided by the Technology Acceptance Model (TAM) and Kotter’s 8-Step Change Model. Key findings indicate that high costs, coordination difficulties, and data security concerns are significant barriers. These challenges lead to inefficiencies and hinder service delivery. The study recommends enhancing cybersecurity measures, implementing structured change management frameworks, investing in scalable infrastructure, and fostering a culture of innovation. These strategies aim to improve SITA’s digital transformation process, ensuring better service delivery and operational efficiency in the public sector.

Suggested Citation

  • Komna Lindelwa & Mpungose Sabelo, 2024. "Investigating the Challenges to Digital Transformation in the Public Sector, A Case Study of the State Information Technology Agency (SITA), South Africa," HOLISTICA – Journal of Business and Public Administration, Sciendo, vol. 15(2), pages 15-37.
    • Handle: RePEc:vrs:hjobpa:v:15:y:2024:i:2:p:15-37:n:1003
    DOI: 10.2478/hjbpa-2024-0012
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