Disruptive Technology Adoption for Sustainable Digital Transformation in South Africa’s Manufacturing Sector

The adoption of disruptive technologies has become increasingly critical for organizations, particularly following the global shifts prompted by the COVID-19 pandemic. Despite the potential benefits, many organizations, including those in the Fast-Moving Consumer Goods (FMCG) industry, face significant hurdles in this transition. Consequently, this study aims to understand the primary challenges and enabling factors influencing the adoption of disruptive technologies for sustainable digital transformation within the South African FMCG sector. A quantitative methodology was employed, utilizing a questionnaire for data collection. Data from 102 respondents were analyzed using SPSS version 28, involving descriptive statistics (mean item score) to rank factors and exploratory factor analysis (EFA) to identify underlying constructs, and a reliability test was carried out with a score of 0.7. Key challenges identified include high initial costs and poor collaboration. Prominent enabling factors include top management commitment and operational cost reduction. The EFA revealed significant underlying challenge dimensions such as “Infrastructural and Resources Constraints” and “Human Factors Constraints,” and enabling dimensions including “Organizational Commitment and Strategy” and “Leadership.” The study concludes with key implications for promoting successful adoption. The adoption of disruptive technologies has become a strategic imperative for sustainable digital transformation (SDT), particularly in emerging markets such as South Africa’s FMCG sector. This study investigates the key challenges and enabling factors shaping technology adoption within this context. A quantitative methodology was employed, using a structured questionnaire distributed to 102 professionals across FMCG organizations in Gauteng. Exploratory factor analysis (EFA) revealed latent dimensions within both challenges and enablers, which were then interpreted through the lens of Rogers’ Diffusion of Innovation (DOI) theory. To enhance analytical clarity, a matrix model was developed linking factor dimensions to DOI attributes such as relative advantage, complexity, compatibility, trialability, and observability. The study found that high initial costs, poor collaboration, and human capability gaps significantly impede adoption, while strong leadership, strategic alignment, and operational cost savings facilitate it. The findings underscore the need for systemic interventions that address not only technical readiness but also leadership, organizational culture, and structural alignment. Practical implications are outlined for both policy and management, particularly in leveraging DOI attributes to accelerate digital transformation, as well optimize innovation diffusion within resource-constrained environments. For the future, the study proposed a hybrid methodology incorporating qualitative interviews to enhance depth and suggests longitudinal tracking to capture temporal shifts in transformation maturity.