Breaking the Chain of Command: Rethinking Organisational Structures to Unlock Performance in South Africa’s Mining Sector

Abstract

This study explores how organisational structure influences employee performance within the mining industry of South Africa. Drawing from qualitative data gathered through semi-structured interviews with twelve mining professionals, the research investigates perceptions of hierarchy, communication flow, decision-making authority, and departmental collaboration. Thematic analysis reveals that traditional hierarchical and centralised structures are increasingly ineffective in a sector facing rapid technological, regulatory, and socio-economic shifts. These rigid configurations were found to impede timely decision-making, reduce engagement, and perpetuate departmental silos, ultimately undermining operational efficiency. Conversely, decentralised and flexible structures were linked to improved morale, faster problem resolution, and enhanced cross-functional collaboration. The study contributes to the body of knowledge by contextualising organisational structure within the unique realities of high-risk, resource-intensive industries in emerging markets. Recommendations are made for mining organisations to adopt adaptive structures that empower frontline decision-making and promote collaborative, agile cultures aligned with modern performance imperatives.