Strategic leadership sensemaking of GenAI transformation in an African financial institution
Vusi Martin Vilakati ORCID ↗ · Joyce Toendepi ORCID ↗
International Journal of Business Ecosystem & Strategy · 2026 · Vol. 8 / Issue 3 · 192-202
Publication metrics
External links open provider records or DOI searches. Provider counts are not combined. Mendeley readership measures saves, not citations.
Dimensions
Live provider badge. If unavailable, use the Dimensions link above.
Observed 21 Oct 2026, 00:14 UTC
Observed 22 Oct 2026 02:48 UTC
Observed 22 Oct 2026 02:48 UTC
OpenAlex and Mendeley observations refresh on article visits, at most once per 24 hours. Unavailable data is not zero. Google Scholar opens a DOI search.
Citations received by this article, grouped by the year of the citing work. Crossref and OpenAlex lifetime totals remain separate in Publication metrics.
2017–2026 Annual history last updated:
Citations received
OpenAlex · year of the citing work
Hover over a year or focus the chart and use arrow keys to inspect values.
2017–2026 annual-history window. 2026 is year to date. Unknown years have gaps.
View data & coverage
2026 is incomplete. Within a successfully fetched ten-year window, omitted years mean zero. Years beyond a saved observation’s window remain unknown (—). Older citations are excluded, so this chart’s sum may differ from the OpenAlex lifetime total. The date above belongs to this annual history; an unsuccessful refresh keeps the previous observation.
Abstract
Organisations in emerging markets, particularly on the African continent, are transitioning from linear value chains towards complex platform ecosystems, and Generative Artificial Intelligence is accelerating this shift. GenAI introduces new skill demands, hybrid human-machine roles, and the need for adaptive continuous learning. In the African context, leaders must navigate this alongside infrastructural brittleness, institutional voids, and the need for contextually grounded governance. This study explored how senior leaders in an African financial institution make sense of and navigate GenAI-enabled transformation. The study adopted a qualitative, exploratory, and constructivist case design, involving the purposive sampling of seven senior leaders from a financial institution, who were interviewed. Data was thematically analysed. The findings reveal that in some African emerging economies, financial institutions face transformational challenges stemming from strategic misalignment, capability fragmentation, and tensions between global technological pressures and locally rooted ethical expectations. The study provides a contextually grounded account of how senior leaders in an African financial institution interpret GenAI-enabled transformation amid infrastructural fragility and institutional voids, guiding executives and policymakers in creating sustainable value within GenAI-driven digital ecosystems. The value-add of the article lies in challenging the applicability of canonical Western-centric models to African contexts and in advancing a contextually grounded understanding of leadership sensemaking.
Keywords: {'name': 'Generative AI, strategic leadership, emerging markets, digital transformation, platform ecosystems, ethical governance.'}
Authors & affiliations
Vusi Martin Vilakati
University of Johannesburg
Joyce Toendepi
University of Johannesburg
Deposited references
Supplied references, not a list of publications citing this article.
No reference list supplied.