Exploring the external drivers of systemic change in mining companies: A case study of South Africa

Abstract

The mining sector remains integral to South Africa’s economic development; yet, it faces mounting external pressures from regulatory shifts, market volatility, technological disruptions, and escalating sustainability demands. These evolving dynamics compel mining companies to transition from reactive compliance to proactive systemic change. This study explored how external factors drive systemic change within South African mining companies. Anchored in an interpretivist paradigm, the research employed a qualitative approach and a generic design to examine the participants’ perspectives. Data were gathered through semi-structured interviews with twelve purposefully selected participants, including senior executives, policy analysts, industry consultants, and regulatory officials. The data were analysed using thematic analysis to identify key external drivers of systemic change in the mining industry. The findings reveal that systemic change in mining companies is primarily driven by a range of external factors, including regulatory and policy frameworks, market and economic pressures, and technological disruptions. Other factors include stakeholder engagement and community activism, global sustainability trends, social and demographic shifts, strategic collaborations and partnerships, as well as investments in research and development. The study recommends strengthening governance compliance mechanisms, embedding environmental, social, and governance considerations and innovation into core strategies, institutionalising stakeholder engagement frameworks, and promoting inclusive leadership. It concludes that systemic change in the mining sector is no longer optional but essential for long-term resilience, social legitimacy, and competitiveness in a global green economy.