Suchergebnisse

This paper documents South Africa's electrification programme from the late 1980s to the present. The primary aim of the paper is to present the reader with an overview of the policy, institutional, planning, financing and technological developments and innovations that resulted in more than 5 million households receiving access to electricity between 1990 and 2007. Key aspects include the way in which a period of political change and policy disruption were essential to the programme's initiation, and the critical role played by organisations and individuals outside of national government in helping shape new electrification policies and strategies. In addition, the paper identifies the contribution of technology development in cost reduction and achieving the social aims of the programme. Several lessons may be drawn from the institutional and planning arrangements that the South African programme has developed, the significance of the development of appropriate cost-driven technical innovations and standards, and the acknowledgement of the social function of electrification and its funding from the fiscus (rather than through cross-subsidies).

PurposeThe purpose of this paper is to analyze how strategic renewal affects the reconfiguration of capabilities. In the context of organizational change in a large utility firm, we examine the evolution of the capability structure, and explain the emergence and persistence of capability gaps.Design/methodology/approachThe paper uses an inductive multiple case study methodology to compare four processes of capability reconfiguration at Eskom, South Africa's electricity supplier.FindingsThe results show that strategic renewal unfolds through different processes, which vary in their impact. Some processes have an immediate effect in closing capability gaps. The impact of others is with a significant time lag. Most critical, however, are processes that widen capability gaps. As a result, firms may face severe and persistent performance deficiencies.Research limitations/implicationsPrior research has only marginally addressed the relationship between strategic renewal and capability reconfiguration, and has largely neglected emerging capability gaps.Practical implicationsStrategic renewal may cause unintended crowding out effects of specific capabilities. Managers need to consider these potential implications of strategic renewal.Social implicationsUnderstanding the challenges of how to improve the performance of utility services is crucial for economic development, welfare and social inclusion.Originality/valueThis study importantly highlights that the emergence of capability gaps is a common phenomenon rather than an exception in strategic renewal processes. The findings contribute to the strategic renewal literature and to management research in infrastructure sectors.