INVESTIGATION INTO THE FACTORS THAT AFFECT STRATEGIC PLAN IMPLEMENTATION IN

THE MINING SECTOR: SWAKOP URANIUM

BY

TANGI MALAKIA KAPENDA

219143609

A MINI THESIS RESEARCH SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS

FOR THE DEGREE OF BACHELOR OF BUSINESS MANAGEMENT IN THE FACULTY OF
MANAGEMENT SCIENCES

NAMIBIA UNIVERSITY OF SCIENCE AND TECHNOLOGY

SUPERVISOR: Ms. SALMIE SAKARIAS

19 MAY 2024
 RELEASE FORM

Permission is hereby granted to the Namibia University of Science and Technology to

reproduce this thesis and to lend or sell such copies for private, scholarly or scientific
research purposes only.

The author reserves other publication rights, and neither the thesis nor its extensive
extracts may be printed or otherwise reproduced without the author`s permission.

Signed… TANGI MALAKIA KAPENDA

i
 APPROVAL FORM

The undersigned certify that they have read and recommended to Namibia University of
Science and Technology; a mini-thesis research project entitled: INVESTIGATION INTO THE
FACTORS THAT AFFECT STRATEGIC PLAN IMPLEMENTATION IN THE MINING SECTOR:
SWAKOP URANIUM in accordance with the requirements of the Bachelor Degree in
Business Management Honours

Ms. SALMIE SAKARIAS

…………………………………………………………………..
SUPERVISOR

DATE: 19 MAY 2024

ii
 DECLARATION

I Malakia Tangi Kapenda hereby affirm that this paper is a truthful reflection of my own
research and that neither it nor any portion of it has been submitted for credit at any other
higher education institution.

No part of this thesis or dissertation may be copied, archived, or used for any other purpose.
Communicated in any way, including by mechanical, electronic, photocopying, recording, or
without the author's permission, or the Namibian University of Science and Technology in
that case.

I, Malakia Tangi Kapenda gave permission for The Namibian University of science and
Technology to publish this mini thesis in complete or in part, in any format that the
Namibian University of science and technology deems appropriate for.

iii
 DEDICATION

To my late grandmother Mrs. Lovisa Gwakapula Kapenda, if not for your financial assistance
and encouragements that never stops ringing in my ears, for being my biggest cheerleader
in achieving this. My father the late Hon. Gerson Kapenda and my mother Ms. Hilde
Keendawala for a firm foundation that made me who I am today.

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 ACKNOWLEGMENTS

My outmost appreciation goes out to the Almighty Father, for granting me the favour,
strength and capability to carry out research proposal. Secondly, I would love to appreciate
the management and supervisor staff at work at Swakop Uranium who assisted with
obtaining data. To my supervisor Ms. Salmie Sakaria for being the most patient, correcting
and guiding me throughout this journey. Lastly the support of my siblings Ms Asteria
Kapenda and Ms Martha Abambi for their outmost support throughout this process, for the
sleepless nights that they had waiting for me to type and formulate my questionnaire, proof
reading and correcting accordingly.

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 ABSTRACT

The mining sector plays a vital role in the economic development of Namibia and it still
remains the backbone of the Namibian economy as seen according to the average statistics
of annual economic growth where it contributes to employment in the country. Swakop
Uranium is one of the biggest mines in the country. While many people think that
developing an original and new strategy is essential, it is sufficient in itself to propel a
company to success in today's business environment, making sure that such a strategy
actually works. Therefore, the most frequent problems that lead to failure should closely
monitor the implementation of initiatives. The main aim of the study was to investigate the
factors that affect strategic plan implementation at Swakop Uranium. It was guided by three
main objectives and those were; to identify the internal and external current mechanism
that affect strategic plan enforcement, to determine strategies which can aid in effective
strategic plan implementation and to determine the effect that communication has on
improving strategic plan implementation. The study adopted a grounded theory design and
utilised the qualitative methods to gather data. From these, an interview was formed with
questions to be answered by the chosen sample of the 18 management and supervisor staff
at the organisation. Content analysis and thematic setting was used to analyse the data. It
was found and concluded that some of the internal mechanisms affect strategic planning
negatively such as lack of skilled labour and updated standards and processes. Externally, it
was concluded that politics and global requirements of regulations and safety standards do
affect strategic plan implementation. It was identified that there is lack of management and
employee involvement, including training and skills development. In general, there is need
to improve communication processes, channels mostly internal of the organisation. The
researcher recommended for the organisation to invest on research and development,
business development, communication channels and ICT technologies, to train all staff and
acquire more talent. It was also recommended for the organisation to act on sustainability
in all its operations and to give back more to the community.

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TABLE OF CONTENTS
RELEASE FORM.......................................................................................................................... i

APPROVAL FORM..................................................................................................................... ii

DEDICATION............................................................................................................................ iv

ACKNOWLEGMENTS.................................................................................................................v

ABSTRACT................................................................................................................................ vi

LIST OF TABLES.....................................................................................................................- 4 -

LIST OF FIGURES...................................................................................................................- 5 -

CHAPTER ONE:..................................................................................................................... - 6 -

INTRODUCTION AND BACKGROUND....................................................................................- 6 -

1.1. INTRODUCTION..................................................................................................... - 6 -

1.2. BACKGROUND OF THE STUDY...............................................................................- 7 -

1.3. STATEMENT OF THE PROBLEM..............................................................................- 8 -

1.4. RESEARCH OBJECTIVES........................................................................................- 10 -

1.5. SUB OBJECTIVES.................................................................................................. - 10 -

1.6. MAIN RESEARCH QUESTION................................................................................- 10 -

1.6.1 SUB RESEARCH QUESTIONS..........................................................................- 10 -

1.7. SIGNIFICANCE OF THE STUDY..............................................................................- 11 -

1.8. DELIMITATION.....................................................................................................- 11 -

1.9. LIMITATION......................................................................................................... - 12 -

1.10. CHAPTER SUMMARY........................................................................................- 12 -

CHAPTER TWO:.................................................................................................................. - 13 -

LITERATURE REVIEW..........................................................................................................- 13 -

2.1 INTORDUCTION................................................................................................... - 13 -

2.2. THEORETICAL LITERATURE......................................................................................- 13 -

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 2.2.1. THE INTERNAL AND EXTERNAL MECHANISMS THAT AFFECT STRATEGIC PLAN
ENFORCEMENT........................................................................................................... - 13 -

2.2.2. STRATEGIES FOR EFFECTIVE STRATEGIC PLAN IMPLEMENTATION...................- 14 -

2.3. EMPERICAL LITERATURE..........................................................................................- 16 -

2.4 CONCEPTUAL FRAMEWORK.....................................................................................- 17 -

2.5. CHAPTER SUMMARY................................................................................................- 18 -

CHAPTER THREE:................................................................................................................ - 19 -

RESEARCH METHODOLOGY................................................................................................- 19 -

3.1. INTRODUCTION....................................................................................................... - 19 -

3.2. RESEARCH DESIGN...................................................................................................- 19 -

3.3. RESEARCH APPROACH.............................................................................................- 20 -

3.4. POPULATION........................................................................................................... - 21 -

3.5. SAMPLE....................................................................................................................- 21 -

3.6. RESEARCH INSTRUMENTS........................................................................................- 23 -

3.7. DATA COLLECTION AND ANALYSIS..........................................................................- 23 -

3.8. RESEARCH ETHICS....................................................................................................- 24 -

3.9. RELIABILITY, VALIDITY AND TRUSTWORTHINESS.....................................................- 24 -

3.10. CHAPTER SUMMARY..............................................................................................- 24 -

CHAPTER FOUR:................................................................................................................. - 25 -

DATA PRESENTATION, ANALYSIS AND DISCUSSIONS OF FINDGINGS.................................- 25 -

4.1. INTRODUCTION....................................................................................................... - 25 -

4.2.1. DEMOGRAPHIC INFORMATION.........................................................................- 25 -

4.2.2. AGE OF PARTICIPANTS......................................................................................- 26 -

4.2.3 WORK EXPERIENCE OF PARTICIPANTS...............................................................- 27 -

4.2.4 HIGHEST LEVEL OF EDUCATION.........................................................................- 27 -

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 4.3. VIEWS ON THE INTERNAL AND EXTERNAL CURRENT MECHANISMS IN PLACE TO
ENSURE THAT STRATEGIC PLAN IS ENFORCED...............................................................- 28 -

4.3.1 INTERNAL MECHANISMS....................................................................................- 28 -

4.3.2 EXTERNAL MECHANISMS...................................................................................- 29 -

4.4. VIEWS ON STRATEGIES WHICH CAN AID IN EFFECTIVE STRATEGIC PLAN

IMPLEMENTATION......................................................................................................... - 31 -

4.5. VIEWS ON THE EFFECT THAT COMMUNICATION HAS ON IMPROVING STRATEGIC

PLAN IMPLEMENTATION................................................................................................- 32 -

4.6 DISCUSSION OF FINDINGS........................................................................................- 33 -

4.4. CHAPTER SUMMARY................................................................................................- 34 -

CHAPTER FIVE:................................................................................................................... - 35 -

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS.................................- 35 -

5.1. INTRODUCTION....................................................................................................... - 35 -

5.2. SUMMARY OF FINDINGS......................................................................................... - 35 -

5.3. CONCLUSION........................................................................................................... - 36 -

5.3.1 TO IDENTIFY THE INTERNAL AND EXTERNAL CURRENT MECHANISM THAT AFFECT
STRATEGIC PLAN ENFORCEMENT...............................................................................- 36 -

5.3.2 TO DETERMINE STRATEGIES THAT CAN AID IN EFFECTIVE STRATEGIC PLAN

IMPLEMENTATION......................................................................................................- 37 -

5.3.3 TO DETERMINE THE EFFECT THAT COMMUNICATION HAS ON IMPROVING

STRATEGIC PLAN IMPLEMENTATION..........................................................................- 37 -

5.4. RECOMMENDATIONS..............................................................................................- 38 -

5.5 SUGGESTIONS FOR FUTURE RESEARCH....................................................................- 39 -

REFERENCES....................................................................................................................... - 41 -

APPENDIX1: INTERVIEW QUESTIONS.................................................................................- 45 -

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 LIST OF TABLES

Table 1: Gender of participants..........................................................................................- 24 -

Table 2: Work Experience of Participants..........................................................................- 25 -

4
 LIST OF FIGURES

Figure 1: Age Participants.................................................................................................. - 25 -

Figure 2: Highest level of education...................................................................................- 26 -

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 CHAPTER ONE:

INTRODUCTION AND BACKGROUND

1.1. INTRODUCTION

According to Nambimga and Mubita (2021), the mining sector plays a vital role in the
economic development of Namibia and it still remains the backbone of the Namibian
economy as seen according to the average statistics of annual economic growth where it
contributes to employment in the country. This is also presented in the income generation
rate making it the key source of the government’s fiscal receipts, foreign exchanges, among
others. Shikongo (2021) highlighted the sector’s importance in the overall national priorities
and it being recognised as part of the critical income generating sectors in the country and
globe. Mirzaei (2020) notes that strategic planning is all about setting priorities, focusing
energy and resources, bolstering operations, ensuring that employees and other
stakeholders are working toward common goals, establishing agreement around intended
outcomes, evaluating and adjusting the organisation's direction in response to a variety of
factors. This shows that initial assessment, scenario analysis, plan design, strategy
execution, monitoring, and evaluation are the typical processes in the strategy management
process. Boikanyo, Herman and Buys (2016) second that the third goal in strategic
management is to identify the analytical techniques most frequently applied to situational,
internal, and external assessment as a component of the strategic management process.

While many people think that developing an original and new strategy is essential, it is
sufficient in itself to propel a company to success in today's business environment, making
sure that such a strategy actually works (Hill and Jones, 2016). Therefore, the most frequent
problems that lead to failure should closely monitor the implementation of initiatives.
Mirzaei (2020) adds that there are several methods that can be used to implement a
strategy much more successfully. In fact, employees actively considering strategy while they
make day-to-day decisions in a constantly changing reality are a necessary component of
excellent strategic management (Rajasekar, 2016). According to Yenshe (2020), it is claimed
that 50% to 80% strategic efforts fail in most sectors. Therefore, the researcher intended to

6
investigate the factors that affect strategic plan implementation in the context of the
Namibian mining sector, choosing the Swakopmund Uranium as the focal organization.

1.2. BACKGROUND OF THE STUDY

The primary idea is that through strategic management, a company can verify that its
strategy is being implemented correctly and that it is oriented toward its target market.
Many firms have recently come to understand the value of strategic management. However,
the way that strategic management and strategic planning are done makes a significant
difference in whether a company succeeds or fails (Wells, 2022). By recognising the
advantages of strategic management, organisations may assure their long-term viability and
success in the market. Swakop Uranium in Namibia is one of the leading mines in the
industry since it started its mine in February 2013. However, according to internal data,
Swakop Uranium has been facing challenges of strategic implementation, which leads to
misalignment of the visions and missions of the company (Swakop Uranium, 2022).

The Namibian government, realising the potential mining activities have in strengthening its
economy, placed the entire sector as one of its core pillars in its strategic plan and its Vision
2030 document. According to Vision 2030, this was done to enhance the sector to make it
more efficient, effective and sustainable. Namibia’s Vision 2030 document provides
guidelines on the plans and initiatives mining companies must focus on in order to thrive
collectively in meeting national agendas. This also includes how organisations must treat
and manage the limited resources available including human labour. Not only is the sector’s
importance placed in the Vision 2030 agenda, but in other plans such as the Harambe
Prosperity Plan of the late President Hage Geingob. The mining companies, corporations
and partners have to focus their strategies and plans in aligning with the overarching
national priorities and global goals such as the United Nation’s (UN) Sustainable
Developmental Goals (SDGs). From strategic management mind view, organizational
strategies must be considerate of what is happening globally as change is occurring faster
than ever before. Covey (2021) states that “most leaders would agree that they would be

7
better off having an average strategy with great execution than a superb strategy with
terrible execution.” This puts the challenge in what an excellent strategy is when it aligns
with what is happening in the day to day business globally.

The development of strategic options, study of those alternatives, and a focus on the long-
term effects of current decisions is all necessary components of strategic planning
(Stevenson, 2019). Strategic planning is known for its increased emphasis on
implementation, adaptability to the always-changing environment, ability to concentrate on
identifying important challenges, and capacity to advance strategic thinking (Ramirez, 2019).
However, the Namibian mining sector value chain has been challenged with the issues of
strategic planning as minerals and commodities are exported raw out of the country placing
less value on the sector.

The application of strategic management has been positively correlated with improved
business performance. However, not all mining operations make use of strategic
management implementation processes. A study by Boikanyo et al. (2016) concluded that
approximately 20% of mining companies in South Africa, Africa, and globally were not
utilising the correct strategic management implementation processes. As such, about 60%
of them were not having satisfactory productivity and 30% of them had unstable cash flows.
Such effects can potentially result in the closure of mines. In Namibia, 52% of the mines that
3 operated between 2000 and 2021 have stopped production (Moongo, 2023). This puzzling
statistic triggered the researcher to investigate the factors that affect strategic plan
implementation in Namibia using Swakop Uranium.

1.3. STATEMENT OF THE PROBLEM

Mines presently have difficult decisions to make about their profitability, luring and
developing critical talent, generating finance, allocating resources, and stakeholder
engagement (Ramirez, 2019). For the establishment or maintenance of any competitive
advantage, these businesses must be able to manage environmental discontinuities and

8
unanticipated changes, which need higher strategic flexibility, speed, and innovation, mostly
for effective communication (Ogunyemi, 2020). Mining businesses should employ strategic
thinking and analytical tools to make difficult decisions, even in difficult times. Strategic plan
implementation has been a challenge to many organisations, especially in the mining sector
(Kandjoze, 2022).

Teran and Ogidad (2018) note that; the lack of strategy plan implementation contributes to
lack of information sharing and inadequate staffing. It is noted that some newly formed
departments are not fully resourced in the terms of human capital and in some mining
areas, companies in the value chain are excluded while information affecting their
operations is not filtering to them (Ng & Yedan, 2023). The Namibian mining sector is no
exception when it comes to these challenges. Ediriweera and Wiewiora (2021) state that
there is no technical and specialised skills over the entire mining and energy value chain and
this has created implementation challenges on the mining industry in the country. This then
questions the available implementation strategies and processes. Although, mining
businesses need to concentrate more on specific elements of their high-level and
operational strategies, which if combined, serve as the foundation for long-term strategic
planning and short-term prioritization, which is not the case (Aguinis, 2020).

As they influence investment choices, there is lack of evidence on if there are clearly
explained financial and non-financial objectives, aligning to the organisations’ overarching
visions (Anitha, 2019). They should locate durable external competitive advantages and
build their business models around these including those related to mining technique, mine
layout, technology, and sustainability (Moongo, 2023). Yegzaw (2022) adds that they should
make sure they have the necessary resources, training, and configuration for successfully
implementing these tactics. The primary obstacle that analytical tools must overcome is the
ability to retain sustainability while they operate (Moongo, 2023). Therefore, studies have
been conducted on this similar topic, (Merzer & Vionali, 2019; Boikanyo et al., 2016;
Yegzaw, 2021; Van der Westhuizen, 2019; Moongo, 2023), but a few tackled in the

9
Namibian Mining sector at Swakop Uranium. The study intended to investigate the factors
that affect strategic plan implementation at the chosen organisation.

1.4. RESEARCH OBJECTIVES

 The main objective of the study was to investigate the factors that affect strategic
plan implementation at Swakop Uranium

1.5. SUB OBJECTIVES

 To identify the internal and external current mechanism that affect strategic plan
enforcement
 To determine strategies which can aid in effective strategic plan implementation
 To determine the effect that communication has on improving strategic plan
implementation

1.6. MAIN RESEARCH QUESTION

• What are the factors that affect strategic plan implementation?

1.6.1 SUB RESEARCH QUESTIONS

 What are the internal and external current mechanisms that affect strategic plan
enforcement?
 What strategies that can be implemented to aid effective strategic plan
implementation?
 What effect does communication have on improving strategic plan implementation?

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 1.7. SIGNIFICANCE OF THE STUDY

The findings of the study meant to contribute positively to the mining sector, the economic
sector and the public at large in the following manner.

Swakop Uranium and Ministry of mines and energy: the study uncovered factors, which
are influencing the successful implementation of its strategic plans. By uncovering this
organization and ministry can use this information to improve service delivery.

The Public Sector and The Economy: The public sector will be able to improve service
delivery to numerous stakeholders with this information; they can use to improve the
economy of Namibia.

Private sector: The study will expose areas where efficiencies can be optimised and
effectiveness improved through effective strategy implementation in the Private Sector.
Although the study focuses on the Public sector, the results will also have an impact on the
private sector.

The university: the vacuum in the existing literature regarding the variables influencing
strategy implementation in the public sector will be greatly closed by the results of this
study. The university's knowledge database will be expanded with fresh and more effective
concepts for next studies.

The researcher: the study will aid the researcher's professional growth by providing a
thorough understanding of the variables influencing the implementation of strategic plans.
As a result, the researcher will have knowledge to inform their present and future
employers on the efficient and effective implementation of strategic strategies.

1.8. DELIMITATION

This study covered factors that affected strategic plan implementation. The study was
mainly carried out at the Swakop Uranium, Erongo Region at their operations office where
their administrations and top management. The study had a geographical delimitation since
it was only carried at the Erongo region in Namibia at the Swakop uranium mine only. The
period to the data collection was the second semester in the mini thesis timeframe which is

11
July-November 2023 and cased delimitation in the research period. There was delimitation
in literature data as only literature pertaining to the execution of strategic plans, concepts
associated with it, and the variables influencing it were studied by the researcher.

1.9. LIMITATION

Bias was a foreseen limitation to the study, as the candidates were interviewed or involved
in the research might not be honest in answering the given questions. The fear of being
dismissed did not allow them to sit for interviews. Therefore, there were no enough sources
about the proposed topic. The study also had shortcomings especially on data availability.

1.10. CHAPTER SUMMARY

This chapter contained a brief synopsis of the study starting with the introductory
background of the research, statement of the problem, the objectives of the research, the
research questions significance of the study and end with delimitation and limitation of the
study. The next chapter will look at the literature review of other scholars on the factors
affecting effective strategic plan implementation. It will show literature that guided the
study such as the discussion of the concepts used, and answering research questions using
literature relevant.

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 CHAPTER TWO:

LITERATURE REVIEW

2.1 INTORDUCTION

This chapter is about the study literature that was conducted by other scholars on the same
topic. It acts as a guide for this study and to safe guide the entire research. Therefore it
examines the empirical research that has already been done and the theoretical
underpinnings that give a thorough literature assessment of many aspects influencing the
implementation of strategic plans. It also emphasizes theories that underpin the research,
such open systems. The literature on effective strategies that can be applied in organizations
to help with strategy implementation includes the resource-based value theory, agency
theory, and agency theory.

2.2. THEORETICAL LITERATURE

2.2.1. THE INTERNAL AND EXTERNAL MECHANISMS THAT AFFECT STRATEGIC PLAN
ENFORCEMENT

Factors of the external and internal environment of the company have been the subject of
research by many researchers. Dykan et al (2021) determine two separate subsystems and
give detailed description of the factors of external and internal environment. DeNisi and
Pritchard (2019) argue that for company development it is necessary to distinguish between
the factors of external environment and internal environment with consideration to the
specifics of company operation. Dovhan, Karakai and Artemenko (2021) interpret the
company environment as factors with direct and indirect impact on the company operation.
Hevko and Shved (2018) put emphasis on the information component as an important
element in the analysis of external and internal environment in the mining sector. Fisunenko
and Lazhe (2019) consider the external and internal environment in the context of
situational plans as a means of reaction on external and internal threats. Hrechan (2021)

13
however points out on the necessity to outline the innovation component in the external
and internal environment.

Strategic management itself is based on analysis of both internal and external environment,
with emphasis made on the external factors and management analysis to improve the
company performance (Fedulova & Kolosh, 2021). In spite of the significant stock of literary
sources devoted to analysis of the factors of external and internal environment at company
level, some problems are still to be elaborated. According to including certain aspects of
these factors’ impact in the context of strategic management involve that of innovation
processes at the company level, and the sector where the company belongs to. This in itself
also raises the importance of this study.

Strategic management is a superior decision that is taken up by the managers to achieve

competitive advantage by reducing internal resources and increasing external opportunities,
avoiding external threats (Marge, Ulle & Toomas, 2017). Some of the factors that affect
internal strategy implementation in mining are, infrastructure including organisational
structure, vision and mission, hierarchy and upper management; Human resource
management involving the skills brought into the organization, technology and Procurement
meaning the measurement of assets, sources and inventory (B2Gold, 2019; Botshiwe, 2021;
Tshiningayamwe, 2021; Dundee Precious Metal, 2021). While, some of the factors that
affects strategy implementation externally are, Markets (customers), Competition: knowing
whom the organization is competing against and Supplier market (United Nations, n.d.;
Dudek, Krzykowska-Piotrowska & Siergiejcyk, 2020; Reed, 2020).

2.2.2. STRATEGIES FOR EFFECTIVE STRATEGIC PLAN IMPLEMENTATION

There is tremendous demand on firms to create strategies to survive and thrive in the
market because of the quickly evolving business climate and the heightened competition.
Implementing a strategy is a crucial competitive technique for achieving the necessary goals

14
objectives and performs better. Smith (2019) note that choppy business environmental
factors, technological effects, globalization, sustainability issues, rising customer
expectations, climate and intense competition are motivating elements for mining
organisations to implement strategic practices.

The importance of culture in a strategy's execution is made clear by drawing on Denison's

(1990) model of culture and model of culture and effectiveness (Dragan et al, 2021). The
four aspects of culture complex combination of (involvement, continuity, adaptability, and
mission) dictates a person's ability, responsibility, and sensitivity to both in dictates a
person's ability, responsibility, and sensitivity to both internal and external situations, and as
a result developing the ideal recipe for strategy execution (Egessa, 2022). Tugerui (2020)
asserts that organisational culture frequently accepts change as it works to keep
relationships and behavior patterns consistent. As a result, caution should monitor the
consistency of the strategy culture fit when implementing a strategy connection. When it
comes to mining, the community and its cultural requirements are crucial as a requirement
for carrying out a strategy (Mwanyekange, 2022).

Reed (2022) note that on resource allocation and strategy implementation, environmental,
physical, human, technological and financial resources are the resources organisations need
to attain their objectives. When a plan is put out into action, the massive the problem
becomes lack of resources of any kind, including money, facilities, equipment, and people’s
resource of knowledge and expertise (Stacey & Mowles, 2018). Specifically in the mining
sector, the issue of sustainability surrounding all these factors is often a critical, yet
misunderstood component to address (Boikanyo et al., 2016). Occasionally, it would be
acceptable to organise, recruit, hire, select, fire certain employees, and probably encourage
some to enable them to accomplish the corporate strategic objectives, but the matters
surrounding the community employability is underestimated (Saks & Rotman, 2019). It
should be noted that another crucial aspect of carrying out the plan is the ability to establish
and sustain effective teams. Alenezi, Tarhini and Masa’deh (2019) concluded that the work

15
relationship may make it more difficult to implement a strategic plan in the mining sector
due to environmental issues where as a result, the plan should allocate enough resources.

Aguinis (2020) also highlights that staff training and strategy implementation are related
factors which play a crucial role in strategic plan implementation. This is because with the
right organizational structure, it is essential that the organisation ensures that it has people
with skills, knowledge and attributes for putting in place the strategy chosen (Lockwood,
2018). Thus employees are carefully selected and sending out employees on training.
Organisational rewards play a crucial role as one of the factors affecting the implementation
of strategy (Uhl-Bien & Marion, 2020; MeKelvey, 2021; Reed, 2020). They add that in order
for strategy implementers to maximize shareholder capital through chosen strategies to be
implemented and achieved, they should be well compensated. From this, Key Performance
Indicators (KPIs) must be placed that allow employees and stakeholder to trace
performance. This appreciation of employees' efforts and performance enables them to
perform to the best of their abilities and coordinate their actions to meet strategic
objectives (Pitts & Lei, 2018). The attainment of strategic goals results in additional financial
remuneration which affects the ability of the strategy to address overall national priorities
(Pearce & Robinson, 2018).

2.3. EMPERICAL LITERATURE

Mwanyekange (2022) looks more into strategy plan implementation in a qualitative method
used as a research factor to gather qualitative data. Mahmood (2022) builds his paper on
previous theoretical and empirical studies to determine the extent to which contextual
factors impact the strategic decision-making processes. Results showed that researches on
contextual factors effecting the strategic decision-making process are either limited or have
produced contradictory results, especially studies relating decision’s familiarity, magnitude
of impact, organizational size, firm’s performance, dynamism, hostility, heterogeneity,
industry, cognitive diversity, cognitive conflict, and the manager’s need for achievement to
strategic decision-making processes (Boikanyo et al.,2016; Deloitte Consulting, 2023).

16
According to Pearce and Robinson (2019), the characteristics of strategic issues and their
peculiarities in the context of external and internal factors of enterprises are sometimes less
attended. Zakic, Jovanovic, and Stamatovic (2018) however study the influence of external
and internal factors on mining products and business processes innovation for its products.
Marge, Ulle, and Toomas (2017) indicate the factors that influence strategic management
attitudes and used factor analysis to detect those factors affecting the internal and external
environment. Potential critical success factors for the competitiveness of organisations in
cultural and creative industries were mapped including the lack of financial resources, a
highly competitive environment and orientation to international co-operation (Li, Guohui, &
Eppler, 2021).

2.4 CONCEPTUAL FRAMEWORK

By reviewing the extant strategy implementation literature and resource-capability

approach of the resource-based view, the study established a conceptual framework that
incorporates three major components: the strategy implementation-related resources,
strategy implementation capability and its components, and strategy implementation
performance. The conceptual framework identified the critical strategy implementation-
related resources and key components of strategy implementation capability to establish a
framework for effective strategy implementation

The first component of the conceptual framework has incorporated two critical resources
(managerial skills and managerial social capital) that are presumed to affect strategy
implementation capability. Researchers pointed out that the level of managerial skills affects
strategy implementation capability of an organisation (Mwanje 2016; Chiuri 2019; Kibicho
2021). Similarly, Lehtimäki and Karintaus (2021) and Kemperet et al. (2018) stressed the
importance of managerial social capital for enhancing the strategy implementation
capability. As a second component of the conceptual framework, strategy implementation
capability is operationalized as a second-order construct that includes the following
elements: strategy communication, strategy cascading, incentives and rewards alignment,

17
organisational structure alignment, organisational culture alignment, and strategy
monitoring and evaluation. In the mining industry, these strategy implementation capability
components affect the successful implementation of the strategy (Alharthy, 2017; Bernardo
et al. 2021; Srivastava and Sushil 2019; Obeidat et al. 2017; Siddique and Shadbolt 2016;
Kilic and Aktuna 2022). To effectively implement a strategy, it should be effectively
communicated to all stakeholders.

The third component of the conceptual framework deals with the strategy implementation
performance that is operationalized as strategy implementation success. The conceptual
framework also incorporates the mediating roles of strategy implementation capability on
the relationship between the two critical strategy implementation-related resources, i.e.,
managerial skills and managerial social capital, and strategy implementation success
(Verweire 2019; Kaplan & Norton 2021).

2.5. CHAPTER SUMMARY

The literature on the variables influencing strategy implementation was reviewed in this
chapter. It is evident from the several sources that have been examined that a number of
elements influence how a plan is implemented. To achieve successful strategy
implementation, management or the implementers should be aware of these factors.
According to the literature, an organisation's strategy may be influenced by internal or
external forces. The following chapter addresses the research methodology used for the
success of conducting this study. It offers an overview of the chosen research design, and
the research approach chosen. It further presents the population chosen for the study and
from it, the sampled number of respondents used and the method for sampling. Data was
collected and used for analysis and the below chapter presents how this was done. It lastly
discusses the ethics considered.

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 CHAPTER THREE:

RESEARCH METHODOLOGY

3.1. INTRODUCTION

The aim of this chapter is to identify the research methodology that was used in this study
and that is the research design, data collection, analysis, interpretation and presentation.
The methodical, scientific technique to conducting research, examining issues, and
compiling data and information for a certain goal is known as research methodology. It
involves the methods and processes used to locate, gather, examine, and evaluate data in
order to respond to research queries or address research issues. Furthermore, the research
process is guided by theoretical and philosophical frameworks (Muhhamed, 2023).

3.2. RESEARCH DESIGN

Research design is the structure of research techniques and methods chosen by a

researcher. This design allows researchers to polish in on research methods that are suitable
for the subject matter and set their studies up for success. According to McCombes (2021)”a
research design is a strategy for answering research questions using empirical data.”

• What are the factors that affect strategic implementation at Swakop uranium?
• What are the effects of internal external factors on strategic plan implementation?
• What are the current mechanisms in place to ensure that strategic plan implementation
is enforced?

19
The aim for the research is to understand the subjective experience and the seeking of the
independent opinions on the interpretation of various pieces of textual data. The research
design is the overarching plan one selects to integrate the various study components in a
logical and cogent manner, thereby ensuring one will successfully address the research
problem (Creswell & Miller, 2020). Baridalyne (2020) notes that it serves as the guide for
data collection, measurement, and analysis. Keeves (2021) states that the type of design
one can use is determined by one’s own research issues and not the other way round. The
core function of the research design is to ensure that the core findings of the research are
able to bring solutions to the problem presented (Blackstone, 2018).

3.3. RESEARCH APPROACH

The research method that is being used in this proposal is the qualitative method there will
be exploration of ideas, thoughts and meanings. According to Kothari (2018), for those that
are used to using the quantitative methods at first they might not seem to work but
moreover it is vital to understand that quantitative method tends to answer/solve also
questions as the qualitative method would do. The reason why the researcher used the
qualitative method was for the unique depth of understanding one gets from the qualitative
method.

According to Creswell (as cited by Mabhiza, 2016), qualitative method offers numerous
approaches to research, such as a chance to follow up on the answers given and they can
have answers why the respondent chooses that particular say. In this research, the
respondents freely elaborated their answers. This method enabled the researcher to answer
in depth the problem questions of the factors that contribute to strategic plan
implementation challenges in the mining sector. Blackstone (2019) also supports that other
researchers use qualitative methods to answer research questions as it helps with the depth
of invisible patterns that cannot be analysed using quantitative method but the qualitative
method. For instance, qualitative research can help one better understand the relevance of
strategic plan implementation (Busetto et al., 2020).

20
The qualitative method enables the researcher to carry out the investigation into the factors
that affect strategic plan implementation by addressing the research questions such as the
internal and external factors that contribute strategic plan implementation. The researcher
got the answers through observing reactions and answers as the researcher asked questions
written down and also had answers recorded. Interviews were carried by asking one on one
question to participants in person and through telephone.

3.4. POPULATION

Population in terms of research means the entire group that the researcher wants to draw a
conclusion from (Cresswell, 2018). Bhanddri (2020) states that a population does not always
refer to people as this can be a group containing elements of anything one wants to study.
In this case, it was the factors that affect strategic plan implementation at work place at
Swakop Uranium. The study therefore looked at the population in the organisation.
According to the Swakop Uranium Sustainability Report (2022), Swakop Uranium boasts a
workforce of approximately 1516 employees with a Namibianisation ratio of 96% and 4%
foreign population ratio. This population study was conducted in order for the researcher to
have a broader knowledge and understanding on the inputs of the stakeholders and the
organisation at large, how they think and feel about their contribution to the organisation’s
strategy.

3.5. SAMPLE

Unlike a population, the sample size is a smaller group of individuals that the researcher
collects data from and they come from a populated. Still with an only just defined
population, it is hardly ever possible to collect data from every individual (McCombes,
2021). With this reason, the researcher collected data from a subset of the population which
is called a sample.

21
In choosing a sample, sampling has to be involved. Therefore, there are two types of
sampling and that is, probability sampling and non-probability sampling. A probability
sample implies that any member of the target population can be selected to be part of the
research. This implies that each person has an equal probability of being selected as the
research subject (Baridalyne, 2020). There are six main classifications of probability
sampling which are, simple random sampling, systematic random sampling, stratified
random sampling, cluster sampling, multiphase sampling, and multistage sampling
(Baridalyne, 2020). Non-probability sampling on the other side is a sampling technique in
which the sampling population does not have an equal chance to participate in a study,
which means the selection of the sampling population could be biased. However, non-
probability techniques and research methodology itself offer researchers means of reducing
biasness. Common examples of non-probability sampling are convenience/purposive
sampling, quota sampling, and snowball sampling (McGraw, 2020).

For this study, the researcher chose the non-probability sampling technique as it best suits
the qualitative nature of this study. From the non-probability sampling methods, the
researcher utilised purposive sampling. Dilman (2019) states that purposive sampling is a
blanket term for several sampling techniques that choose participants deliberately due to
qualities they possess and it is called judgmental sampling, because it relies on the judgment
of the researcher to select the units (e.g., people, cases, or organizations studied).
Furthermore, the researcher conducted a purposive sampling whereby the researcher
gained detailed knowledge about how the employees from Swakop Uranium were affected
by strategic plan implementation.

The researcher in this study looked at the eligibility criteria being involved in the Swakop
Uranium’s strategic management and purposefully sampled the management and
supervisors from the department of human resources management, planning and project
management and office of the company. Neuman (2018) supports that the ‘purposive’ part
of purposive sampling comes from intentionally selecting specific participants because one
knows they have characteristics that one needs in their sample. Therefore, the researcher

22
sampled 30 respondents involved in lower, middle and top management, including
supervisors to interview from the selected departments.

3.6. RESEARCH INSTRUMENTS

According to Discov (2020), “the term research instrument refers to a tool that one may use
to collect data, measure data and analyse data that is relevant to the subject of one’s
research.” For this study, the researcher used interviews to collect data. A structural
interview was used by the researcher, and questions were formally asked to the
interviewees and their responses recorded using a systematic and standard methodology.
Neville (2019) states that an interview is a qualitative research method used to collect
primary data, involving asking one or more people about their opinions on a company, a
product, or a topic.

3.7. DATA COLLECTION AND ANALYSIS

The research study employed the data collection method whereby primary data was
collected from the interviews while secondary data was collected from Swakop Uranium’s
historical filings and records. Secondary data is data that is used to re-analyse data that was
previously collected to backup new data that is found (Kothari, 2018). Secondary analysis
affords researchers the opportunity to investigate research questions using large-scale data
sets that are often inclusive of under-represented groups, while saving time and resources
(Lucas, 2019).

The data was then analysed using content analysis and thematic analysis. Content analysis is
a qualitative research method that examines and quantifies the presence of certain words,
subjects, and concepts in text, image, video, or audio messages (Creswell, 2018). The
method transforms qualitative input into quantitative data to help one make reliable
conclusions. Thematic analysis helped the researcher to identify, categorize, analyse, and
interpret patterns in qualitative study data collected. According to Gibbs (as cited in

23
Mabhiza, 2020), it is worth noting that interpretative philosophy is applied for qualitative
data analysis to interpret the holistic understanding of respondents by following two steps,
namely, general analysis by coding, and thematic analysis, and specific steps embedded in
content analysis

3.8. RESEARCH ETHICS

This is the importance of values, moral principles and obligations, and the protection of
participants. The researcher will obtain a letter from the Management sciences department
of the Namibian University of Science and technology for permission to carry out this study.
All protocols will have observed, where the researcher will inform the participants and
Swakop Uranium organization where they will give their consent. Everyone that is called in
for an interview will have a choice to decline as it is voluntary. There will be no harm or
threats given out in order for this study to be carried. Information carried out for the study
will be confidential and no names will be written to protect individuals who do not want to
be exposed

3.9. RELIABILITY, VALIDITY AND TRUSTWORTHINESS

In measuring the phenomenon, validity comes in to ensure that the research instrument
gathers accurate data. Reliability on the other side was the extent to which the research
instrument consistently measures a variable every time it was utilized under the same
conditions with the same subjects (Yilmaz, 2019). A tested and tried interview was used to
ensure reliability and validity of the tool. The researcher triangulated data and compared
data from the interview against the one gathered from secondary sources in order to
address the appropriateness and accuracy of data.

3.10. CHAPTER SUMMARY

In this chapter the researcher was dealing with the type of research method, approach, how
this research is going to be carried out, the sample chosen, the research instruments used
and how data was collected and analysed. This is the chapter where the researcher went

24
out in the field to collect data, be it primary or secondary. Furthermore, it is also in this
chapter where the ethical considerations in data collection were looked at. The next chapter
becomes the presentation and analysis of data collected directly from the field, using the
interviews. It presents the sample and what they respondents from the raised questions on
the challenges of strategic plan implementation in the mining company.

CHAPTER FOUR:

DATA PRESENTATION, ANALYSIS AND DISCUSSIONS OF FINDGINGS

4.1. INTRODUCTION

Data that was collected from the field is analysed, interpreted, and discussed in this chapter.
Based on the variables influencing the Swakop Uranium’s strategic plan implementation, an
analysis and discussion of findings are drawn. More precisely, this research looked into the
internal and external elements influencing the execution of a plan. Additionally, the
methods that can be applied to enhance the strategic plans' execution and the impact of
communication on the putting strategic strategies are into action. The chapter presents
questions that were asked from those above research objectives and the answers from the
respondents. It also backs up the responses with the literature data from past scholars.

4.2.1. DEMOGRAPHIC INFORMATION

A total of thirty (30) participants were sampled by the researcher but however, eighteen
respondents (18) were able to take part in this study. This represented a 63% response rate.
Sammut et al. (2021) justifies that an average response rate for a qualitative is around 60%,
at best. Wu, Zhao and Fils-Aime (2022) found on their study an average response rate of
42.8% based on 20 identified qualitative studies. The majority of the participants were male,
as represented by 28 out of 50, which accounts 56 % of the participants. The female
participants constituted 44% (22out of 50).

25
Table 1: Gender of participants

FREQUENCY PERCENT
Male 11 61.%
female 7 39%
TOTAL 18 100%
The above data clearly shows that a total of 18 participants took part on the interview
sessions conducted by the researcher. From these, the table shows that eleven (11)
respondents were male which constitutes to 61% while seven (7) respondents were female,
forming up 39%.

4.2.2. AGE OF PARTICIPANTS

The researcher intended to know the age distribution of the participants in the lower,
middle and top management structure of the organisation using the chosen departments.
The below results were retrieved from the interviews.

Figure 1: Age Participants

AGE
12

10
10

8
AGE
6

5
4

3
2

0
0
Below25 Between26-30 Between31-40 above40

The above figure shows that, from the 18 participants, none were of the age of below 25,
while 3 participants who form up 17% were aged between 26 and 30 years, while 5

26
participants (28%) were aged between 31 and 40 years and 10 participants (55%) were in
the ages of above 40 years. This indicates that most of the people who took part in the
study were mature and experienced individuals who were in the management positions and
were likely to give reliable responses.

4.2.3 WORK EXPERIENCE OF PARTICIPANTS

It was crucial for the study to include the years of experience at work for the participants.
For one to have the knowledge, it is important to acquire it through work experience,
especially to make strategic decisions. The researcher intended to find out and obtained the
following answers.

Table 2: Work Experience of Participants

YEARS FREQUENCY PERCENTAGE

8 + Years 14 78%
5-7 Years 4 22%
2-4 Years 0 0%
Less Than 2 Years 0 0%
18 100%
According to table 2 above, a total of 14 participants who represents 78% of the total
population had more than 8 years of work experience while a total of 4 participants who
make up 22% of the population had between 5 to 7 years of work experience.

4.2.4 HIGHEST LEVEL OF EDUCATION

The researcher aimed at finding out the highest level of education obtained by the
respondents as it was critical to know the acquired skills for making strategic plans and
decisions. From the inquiry from participants, the below results were obtained.

Figure 2: Highest level of education

27
 Highest level of Education
High school Certificate & Diploma Bachelor
Masters PhD
11% 11%

33% 44%

The data above highlights that 2 respondents who form 11% had certificates and diplomas
as their highest qualification, 8 respondents who make 45% have bachelor’s degrees, and 6
respondents representing 33% had masters’ degrees while 2 respondents (11%) have PhDs.
The data shows that all of the participants were educated.

4.3. VIEWS ON THE INTERNAL AND EXTERNAL CURRENT MECHANISMS IN PLACE TO

ENSURE THAT STRATEGIC PLAN IS ENFORCED

4.3.1 INTERNAL MECHANISMS

The management was asked on the internal mechanisms in place that ensure strategic plan
enforcement. All of the participants noted similar points noting that the organisation has a
good infrastructure in terms of equipment, buildings, a healthy budget, policies, and
including human resources. However, some respondents noted a lack of attention to some
internal factors, as noted below from Respondent 5, 1 and 12 (R5, R1, R12);

R5 noted:

“Yes, we do have internal factors which we do identify every now and then. These
have been our part of strength as an organisation. We do pride ourselves with our
infrastructure and our manpower as one of the leading mine in the country and of
course in making our strategy plan work. However, as with other mining companies,
we still face issues of aligning our vision to that of the community and environment.
It is a tough task as we still get complaints internally and externally that our vision is
not fully inclusive of the community, although we do try our best. As of the

28
 environmental concerns, we work tirelessly to improve our standards to that of the
globe”

R1 said:

“… there are issues of technology which require enough investment and resources,
and in terms of the mining sector, we do lead in the country but we are still far from
reaching global technology standards and that is our biggest challenge for now when
navigating our strategic plans… and also the issue of getting the right qualified
individuals is a big challenge. We still have a challenge of skills gap, even though we
do train and try to acquire the best skills to align to the our plans”

R12 said:

“ internally, we have tried to improve through investing in people, technologies,

processes, standards and systems. We are still working in aligning our vision with the
global sustainability, health and safety, and environmental standards especially in
addressing post-mining environmental issues. The industry we work in has a lot of
demand and draws in a lot of attention, hence, we often are followed by
environmental issues, which require us to invest in technology more and affecting our
operational costs. We have a good record in ensuring safety of workers and
protection from radiation, pollution and other factors”

4.3.2 EXTERNAL MECHANISMS

To offer answers to this question, the managers and supervisors were also asked what they
thought of the external mechanisms in ensuring strategic plan implementation since issues
of strategic plan implementation are drawn by various forces. It can be noted that
respondents answered this question well and pointed out the following;

R3 narrated:

“Yes, the organisation faces some external forces which need consideration when
implementing our strategies. The most one is that of competition which result in
market demand uncertainty as many African countries export uranium, hence a few

29
 customers. For instance, we have lost an estimated N$1.9 billion [US$ 103 million]
over the past two years because of a French state-owned nuclear company's
inconsistent water supply on their side.

However, our luck is that the company has Chinese investment and partnership which
sometimes helps us. It is also difficult to know who your market is sometimes hence
the difficulty in marketing when it comes to this sector. It is not like any other
industries. These forces affect us in strategizing and planning.”

R14 said:

“the external issues we face are that of changes in regulatory environment mostly
contributed by politics and social forces. The industry has a pull of interests that the
government impose and these affect what we plan. We face a lack of engagement
with the public, even though some issues are addressed in writing, but the action part
is always a headache.”

R18 said:

“Management has a keen awareness of the company’s obligations in making

decisions that are also in the interest of the company’s customers, employees,
shareholders, surrounding communities and the ecology. We continuously consider
the social and environmental consequences of the company’s mining activities.
However, sometimes I think planning must begin from the private sector point of
view going up because whatever plans made on the national level eventually affects
us.”

R:13 added and summarised:

“ I would say in summary, our strategic plans fail to succeed because of political
interference and also lack of engagement by the government into addressing
environmental issues, as much as our efforts are concerned.”

4.4. VIEWS ON STRATEGIES WHICH CAN AID IN EFFECTIVE STRATEGIC PLAN

IMPLEMENTATION

30
The researcher asked a structured question with strategies pertaining to aid effective
strategic plan implementation and if these were already used in the organisation. The below
responses were obtained in relation to these strategies.

R6 said:

“Yes, we have utilised most of these strategies including setting KPIs and frameworks
that define the jobs employees do. These help us track progress and performance in
the entire organisation and link these to our strategy. We also have established a
strategic rhythm as you say, which makes us have a good floor of operations.

Even though most times I feel that not only are people engaged at all levels, but I do
feel that the vision of the organisation is not entirely preached to all employees, as
some employees do not work in alignment with the vision of the organisation. Hence
there, there is need for improvement from the management levels”

R12 narrated:

“When we speak on strategies that help in the implementation of our plans, it is

essential to always place the community and stakeholders at play as they are the
ones affected most. Our economy is sinking slowly and this affects the community
back. As management, I feel we lack such strategies that are inclusive of the people
and our community and environment as we need these in future”

R10 pointed out:

“Our organisation values its people, its environment and its stakeholder and has put
forward not only strategies but resources in ensuring that we cater for these
components. We do train employees a lot as this work is dangerous and involves a lot
of environmental disasters when operating. The main challenge I always come across
when it comes to this is the issues of linking the strategy to global sustainable
developmental goals and that of technology advancements along the mining sector”

R1 said:

“…these strategies must include the involvement of people, in this case the
investment in our most precious resources of labour and the environment. People

31
 and the environment, I believe, are important that is why our focus lies along those
lines as much as mining is concerned. Even though, we still have a challenge as this is
not much communicated. Communication is our weakness as an organisation which
is why we get challenges.”

4.5. VIEWS ON THE EFFECT THAT COMMUNICATION HAS ON IMPROVING STRATEGIC

PLAN IMPLEMENTATION

The study aimed at finding the views on the effects that communication has on improving
strategic plan implementation in the organisation. Communication is the most crucial part of
the implementation process and it spans out during the entire implementation process and
even after. The participants were asked on this question and these views were recorded.

R4 noted:

“Communication defines if the strategy is going to succeed or not. Communication is

the key for us to access the information we need to strategies and implement our
plans and so far, it has been helping us in defining our target audience and obtaining
the necessary feedback. However, I do usually see some setbacks in that
communication is often underrated as it is important for it to be continuous. Just like
in any relationship, one needs to effectively communicate every single thing, either
big or small and that is the challenge”

R7: noted

“The challenges when it comes to communication are the communication channels or

mediums used. As an organisation, we do lack in using the right platforms to address
the right issues”

R2 said

“Communication is the key to a successful strategy because when a thing or an issue

is communicated, it has been fixed. Through communication strategies, we have

32
 been able to evaluate outcomes and address critical issues to strategy. I am with the
view and do agree greatly that communication has so far assisted this organisation
to be where it is now. Take for instance our progress made in corporate social
responsibility programs, it was made a success due to the fact that stakeholders, the
community and the organisation communicated effectively to that as much as our
operations are concerned, there is need to balance life”

Many other respondents felt that communication is important though it is lacking in the
organisation. Respondent 17 for instance addressed that the organisation’s relationships
with its suppliers and customers have strengthened with the use of effective communication
and technologies. Respondent 11 also supported and added that the use of technologies in
assigning message owners has helped in tracking information.

4.6 DISCUSSION OF FINDINGS

Many of the respondents noted that the organisation’s mission is to be more sustainable as
possible, even though they noted the ever changing global demands on improving the
environment in mining operations. Muchaendepi, Mbowa, Kanyepe and Mutingi (2019)
concluded the internal factors that affect the mining sector in Zimbabwe were revolved
around environmental regulations and sustainability and resource scarcity. Deep mining
globally occurs in a very technical and challenging environment, in which significant
innovative solutions and best practice are required and additional safety standards must be
implemented in order to overcome the challenges and reap huge economic gains (Ranjith,
Zhao, Ju, De Silva, Rathnaweera & Bandara, 2018). The fact that the respondents noted
complaints of the alignment of the vision with the people shows that the people do see the
misalignment and error and would need training and to be heard when implementing
strategic plans.

The researcher found that most respondents addressed the issue of competition as the
biggest challenge, followed by demand uncertainty, political interference and

33
environmental related issues, as external mechanisms. That shows that the strategic plan
implementation is affected by these to a certain extent. Mwaningi (2017) concluded that for
many mines globally, they must maintain operating licences to ensure compliance with a
range of diverse laws and regulations that govern mining activities, which is to be
considered in strategy.

When it comes to communication, respondents noted that it has had contributions towards
strategic plan implementation, but these are accompanied by challenges. Ayoung and Baada
(2021) state that merely pushing information out is no longer enough to ensure that
communications have taken place, rather, mining companies are moving to a two-way, on-
going dialogue approach that systematizes information flows to, from and across the entire
value chain. Respondents however stated that the organisation still need to invest more in
technologies that will enable the employees to access information at their fingertips. Awais
and Ameen (2019) back up that, increasingly, a company’s communications must fit in the
palm of the hand as mobile devices become an important platform for sharing content.
Skoldeberg, Nyhan, Kupcu and Cable (2018) highlighted that in Mongolia, a country
experiencing a phenomenal mining boom, cell phone penetration in the mineral rich South
Gobi desert region that includes many nomadic herders was 77% and internet usage was
23%. It is essential that mining organisations become more vexed with technology for
effective communication as with the case of Swakop Uranium.

4.4. CHAPTER SUMMARY

The chapter analysed and presented qualitative data that was gathered in this study. The
qualitative data from the interviews was presented manually through content analysis and
through descriptive narrative, and with directed quotations from the respondents. The
study revealed that the majority of the participants expressed their views on the factors that
affect strategic plan implementation starting with the internal and external factors affecting
strategic plan implementation, followed by strategies that help in implementing a strategic

34
plan and the effect communication plays in this process. The next chapter discusses and
summarises the findings, and provides conclusions and recommendations.

CHAPTER FIVE:

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1. INTRODUCTION

A summary of the findings and conclusions, including those derived from the data analysis
and interpretation in chapter four, are covered in this chapter. Furthermore, the limits and
contribution of this study are also discussed, along with suggestions for future research on
the elements influencing the Swakop uranium's strategic plan implementation. This chapter
also presents a number of noteworthy findings from which inferences that have been
drawn, as well as judgments regarding how the study's objectives were met.

5.2. SUMMARY OF FINDINGS

The goal of the current study was to find out what affects Swakop Uranium’s strategic plan
implementation. Although the research examined these factors, the research could also
examine the many models that can be used to support the implementation of a strategic
plan successfully and the best practices that should be applied during that process. The
study was broken down into five thematic chapters guided by three major objectives that
were; to identify the internal and external current mechanism that affect strategic plan
enforcement, to determine strategies which can aid in effective strategic plan
implementation and to determine the effect that communication has on improving strategic
plan implementation.

35
The first chapter displayed the tone of the study through introducing the topic and
background of it, from which the research problem and objectives were retrieved from.
Chapter two was nothing but theory underpinning the topic at hand, which included
unravelling the concepts and review of literature from past scholars under this similar study.
It covered the frameworks as based on the objectives of the study. Chapter three addressed
the research methodology part of the research. This is where methods of acquiring data
were discussed and the ones fit for this study chosen, such as the qualitative technique used
for gathering data and analysing it. The sample was chosen here based on qualitative
sampling techniques. Chapter four then focused on presenting, analysing and discussing
major findings from the sample which were obtained through interviews. The findings were
also linked to literature to ensure logical consistency. The last chapter which is chapter five
summarises the study, offer conclusions, recommendations ad suggestions for future
research on a similar topic. All in all, the study managed to achieve the objectives of the
study through the answers obtained.

5.3. CONCLUSION

To sum up, the study's conclusions were derived from both the previous chapter’s findings
and the review of the literature. Additionally, this chapter concludes how the study's
objectives were met and presents several noteworthy discoveries as presented below.

5.3.1 TO IDENTIFY THE INTERNAL AND EXTERNAL CURRENT MECHANISM THAT AFFECT
STRATEGIC PLAN ENFORCEMENT

The study managed to conclude that the organisation has internal and external factors that
affect strategic plan enforcement and these are identified by management. It was able to
discover that the organisation considers its availability of good physical infrastructure as
means to plan and enforce strategies. Internal of the company, the study concludes that
there is availability of labour but there is shortage of skilled labour in certain areas of the
operations which affects in strategic plan implementation. The study concludes that there is
available internal standards, systems and processes that need continuous updates and

36
attention as these matter especially on the ever changing environmental global issues.
External of the organisation, the research concludes that these are identified when
implementing strategy. However, it is seen that competition poses a huge challenge and
affects the organisation in implementing strategies. As some of the respondents felt that
there is lack of marketing in the sector, mostly due to political reasons. The study concludes
that the organisation is affected by ever changing regulations on the political and
environmental side, which actually puts management at fault for lacking strong and
effective relationship building skills. It also shows the need for attention to research and
development (R&D) in the organisation and poor business development skills.

5.3.2 TO DETERMINE STRATEGIES THAT CAN AID IN EFFECTIVE STRATEGIC PLAN

IMPLEMENTATION

It can be concluded that the organisation is aware of the steps and strategies that help in
effective strategic plan implementation. However, there is lack of consideration when it
comes to the involvement of the community and the environment at large which is affected
by mining activities. Management also lacks in involving the lower staff in decision making
and their ideas in developing strategies. Management also lacks the appreciation of global
concerns on sustainability issues and a lack of communication in general.

5.3.3 TO DETERMINE THE EFFECT THAT COMMUNICATION HAS ON IMPROVING

STRATEGIC PLAN IMPLEMENTATION

Based on research findings, the researcher concludes that communication is appreciated in

writing and verbally and not in action. Even though communication is valued more with the
external environment, it lacks more internal of the organisation which affects employees in
clearly seeing and living the vision of the organisation. It can be concluded that internal
communication lacks and needs improvement and attention as one would say that charity
begins at home. There is still a lack of integrated systems and channels of communication,
which can be ICT related or human related skills. There is a shortage of innovated ideas in
improving the current systems and channels.

37
 5.4. RECOMMENDATIONS

Based on the above study findings and conclusion, the researcher was able to recommend
the following

 Invest on research and development

Research and development are critical for any organisation. Swakop Uranium can look into
this considering the ever changing global standards and technology demand associated with
mining activities. This includes finding ways of mining sustainably and researching on
reasons why people complain about certain issues, processes and systems.

 Attention to business development and marketing

Business development is essential in improving the organisation’s market base. With such
attention to business development, the organisation could see which markets are not
penetrated and focus on offering its products there.

 Improve communication and invest on ICT technologies

Different channels of communication, comments, and management can use a variety of

platforms, feedback mechanisms, and communication techniques to ensure that everyone
in the organization is aware of what needs to be done, why it has to be done, and how they
fit into the implementation process. This includes all details, and who the organisation’s
customers are and how their products help. This will lead to good communication and
appreciation of work, which is one of the elements influencing the execution of a strategic
plan.

 Skills and talent acquisition, development and training

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The organisation needs to have programmes on continuous training that also involve
management. There is a need for the organisation to attend global seminars on
sustainability issues in order to be in line with global standards that affect the mining
activities. The staff must also be trained and developed at all level especially with attention
to how their activities align with strategic plans. There is a need for the organisation to
source the right skills, qualified individuals and to develop them more. This can include
identifying talent from schools, colleges and universities in the country and globally.

 Effective management involvement

Because these elements have an effect on the implementation of strategic plans, it is

advised that management take into consideration investigating aspects that affect the
execution of strategic plans, including internal and external factors. It is advised that
management think about the people and mostly its lower stuff in implementing a variety of
tactics to enhance the implementation of strategic plans, as the results also showed that
effective communication and strategy introduction can support the successful execution of
plans.

 Sustainability and cooperate social responsibility

The organisation must address sustainability issues and activities itself and not rely more on
the relevant authorities, agencies and global players to address them. If sustainability issues
are attended internally, it would help in fighting together with others globally through
findings and learning. The organisation must also donate more to boost its social
responsibility to the community. As much as the organisation is making profits, it must be
concerned about developing the community where it operates including its people and
infrastructure.

5.5 SUGGESTIONS FOR FUTURE RESEARCH

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For future research, this study’s scope can be extended in studying the elements of failures
of effective strategic plan implementation in a number of mines across the country, not a
singular organisation. The future studies could use mixed methods and quantitative
techniques to understand the problem in a wider manner. It would be critical to also
compare other factors that contribute to strategic plan implementation such as the
environmental and sustainability issues and human factors for instance.

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APPENDIX1: INTERVIEW QUESTIONS

Interview guide for management and supervisors at Swakop Uranium; in investigating the
factors that affect strategic plan implementation in the mining sector.

Demographic Information

AGE OF RESPONDENT ……………..

No. of years at work ………..

Highest level of education ………...

The internal and external current mechanism that affect strategic plan enforcement

1. What are the internal factors that affect the strategic plan implementation process?
2. What are the external forces that impact strategic planning?

Strategies which can aid in effective strategic plan implementation

1. What are the steps taken when implementing a strategic plan?

2. Is there involvement of all employees from all levels and that of the community at
large?
3. Do you think there is need to act sustainably as an organisation in the quest of
addressing environmental issues related to mining?
4. Does the organization consider national priorities and global sustainability goals in
strategy?
5. How do all these link as strategies in aiding for effective strategic plan
implementation?

The effect that communication has on improving strategic plan implementation

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1. What benefits has communication done internally and external of the organization?
2. Which channels and communication mediums do you use? Are they embraced?
3. Is there need to improve the current ways of communication for effective strategic
plan implementation? If yes or No, Why?

THANK YOU FOR YOUR PARTICIPATION

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