Registros de funciones especiales

The author, typically is more interested in composite variables (construct) than the ten questions in a construct. In this case for example ten questions together were combined into one variable by averaging together all ten questions.

In this section descriptive analysis are performed on composite variable level however questions influencing the composite variable are referenced and the results of the questions are part of the appendices. The formation of composite variable as illustrated in table 9, was prepared in the following manner:

Table 5.4. Composite Variable, Source: UJ Statkon 2018

0 5 10 15 20 25 30

Intelligent Transport Systems Operations Finance Quality Control Stations Management Safety Other

Work enviroment

Composite Variable ITS Capability

12 Questions: ITS Infrastructure Capability 11 Questions: ITS and Business Integration 8 Questions: ITS Orientation and Innovation

10 Questions: Marketing Orientation (Dependent Variable) 10 questions: Operational Agility(Dependent Variable)

ITS Infrastructure capability ITS and Business Integration ITS Capability(Invariable) ITS orientation and innovation

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5.6.1. ITS Infrastructure capability

Figure 5.5: ITS Infrastructure capability, Source: Author- Nthite 2019

ITS & business integration is the ability of management to envision and exploit ITS resources to support and enhance business objectives. In figure 12 respondents were asked to evaluate their organisation’s ITS and business Integration by indicating to what extent they agree with a list of statements. An overwhelming majority (45%) agreed that there’s integration between ITS and Business as shown in appendix D, 29% percent strongly agreed with the statement that their organisation seeks to develop a clear vision regarding how ITS contributes to business value and 25% strongly agreed that IT managers are involved early in meetings for major business projects.

In summary, there is a strong agreement among respondents that their organisations’ ITS and business is integrated this could also be driven by the fact that BRT is embedded or integrated with operations. The 21% of respondents who believe there is ITS and BRT Business integration can’t be ignored because 21% percent is a large number.

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5.6.2. ITS & Business Integration

Figure 5.6: ITS & Business Integration, Source: Author- Nthite 2019

ITS & business integration is the ability of management to envision and exploit ITS resources to support and enhance business objectives. In figure 12 respondents were asked to evaluate their organisation’s ITS and business Integration by indicating to what extent they agree with a list of statements. An overwhelming majority (45%) agreed that there’s integration between ITS and Business as shown in appendix D, 29% percent strongly agreed with the statement that their organisation seeks to develop a clear vision regarding how ITS contributes to business value and 25% strongly agreed that IT managers are involved early in meetings for major business projects.

In summary, there is a strong agreement among respondents that their organisations’ ITS and business is integrated this could also be driven by the fact that BRT is embedded or integrated with operations. The 21% of respondents who believe there is ITS and BRT Business integration can’t be ignored because 21% percent is a large number.

5.6.3. ITS innovation and orientation

ITS innovation and orientation is a firm’s ability to search for ways to embrace new ITS innovations or exploit existing ITS resources to address and create business opportunities. Respondents were asked to evaluate their ITS innovation and orientation capability in acquiring, assimilating, transforming, and exploiting ITS knowledge. 0 20 40 60 80 100 120

Never Rarely Sometimes Often Always Total

Business Integration

Developing a clear vision regarding how ITS contributes to business value Count Developing a clear vision regarding how ITS contributes to business value % Integrating business strategic planning and ITS planning Count

Integrating business strategic planning and ITS planning %

Enabling functional area and general management’s ability to understand value of ITS investments Count Enabling functional area and general management’s ability to understand value of ITS investments % Establishing an effective, flexible ITS planning process Count

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Figure 13 shows that a large number of respondents (43%) agree that they have very good capability whilst 7% strongly agree that their capability to embrace ITS innovations is not good. In Appendix E.

Fifty-one percent (51%) agreed with the statement that their organisations constantly seek new ways to enhance the effectiveness of ITS usage and when asked if their organisations have ready access to resources, including financial resources, to support innovation activities, 49% agreed with the statement.

In summary figure 13 shows there’s 14% of respondents who believe their organisation's capability of embracing new ITS innovation is poor. The majority of respondents is happy with their organisation’s capability of exploiting existing ITS resources to create new business opportunities.

Figure 5.7: ITS Innovation & Orientation, Source: Author- Nthite 2019

5.6.4 Operational agility

Operational agility is a firm’s ability in its internal business processes to physically and rapidly cope with market demand or changes. Respondents were asked to evaluate how well their organisation performs or is positioned to perform a list of activities as shown in Appendix A. 0.0% 50.0% 100.0% 150.0% 0 50 100 150

Never Rarely Sometimes Often Always Total

ITS innovation orientation

We constantly keep current with new information technology innovations Count We constantly keep current with new information technology innovations % We are capable of and continue to experiment with new ITS as necessary Count We are capable of and continue to experiment with new ITS as necessary % We have a climate that is supportive of trying out new ways of using ITS Count We have a climate that is supportive of trying out new ways of using ITS % We constantly seek new ways to enhance the effectiveness of ITS use Count We constantly seek new ways to enhance the effectiveness of ITS use %

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Figure 5.8: Operational Agility, Source: Author 2019

Figure 5.7 shows that most organisations have very good operational agility and whilst 30% were not sure of their organisation’s agility and 23% percent did not believe that their organisations have a good operational agility, this is because respondents did not agree with some of the statements. The two highlighted questions very important facilitators of operational agility in the BRT industry and it is a disturbing fact.

5.6.5. Market orientation agility

Market orientation agility is a firm’s ability to quickly respond and capitalize on changes through continuously monitoring and quickly improving products or services to address customer needs. Respondents were asked how well they agree with a list of questions indicated in appendix A.

The questions sought to understand how organisations align themselves with market requirements. In figure 15, 42% indicated that they have a good market orientation agility whilst 23% were not sure of their capability to align with market requirements. Twenty-one percent felt that their organisations do not have the ability for market orientation and 10% strongly agreed with the notion that their organisations can quickly respond to market changes. Appendix F shows the results of the detailed list of statements presented to respondents.

0.0% 100.0% 200.0% 0 50 100

Not true at all Not true Neutral True Very true Total

Operational Agility

We fulfil demands for rapid-response, special requests of our customers whenever such demands arise; our customers have confidence in our ability. Count

We fulfil demands for rapid-response, special requests of our customers whenever such demands arise; our customers have confidence in our ability. %

We can quickly scale up or scale down our production/service levels to support fluctuations in demand from the market. Count

We can quickly scale up or scale down our production/service levels to support fluctuations in demand from the market. %

Whenever there is a disruption in supply from our suppliers we can quickly make necessary alternative arrangements and internal adjustments. Count

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Figure 5.8: Market Orientation Agility, Source: Hair et al, 2007