In South Africa, small, medium, and micro enterprises (SMMEs) have been recognized as the critical driving force to alleviate some economic challenges that the country faces. The challenges, such as the alleviation of poverty and the unemployment rate, can be addressed by policies that encourage SMME developments and sustainability. The historical background of SMMEs in South Africa has left them operating in various locations, such as cities and townships. There is a growing concern of the lack of information and communications technology (ICT) adoption by SMMEs, in particular those operating in townships. The aim of this study was to develop an ICT adoption framework using the sustainability livelihood framework (SLF) to encourage ICT adoption and improve the livelihood of township SMMEs. This study used the sustainable livelihood framework (SLF) to explore the broader socio-economic contents of the township SMMEs on human, social, financial, and physical and natural resource-based assets that enable the poor to enhance their capabilities and reduce their vulnerabilities. This study deployed a qualitative exploratory research. A sample of 21 SMME owners/managers operating in Soweto was used, and data were collected using in-depth interviews and observations. The study revealed township SMMEs are complex and dynamic and need various interventions in order for them to be sustainable. The SLF for township SMMEs can be used as a guideline for SMME owners/managers and policy makers when formulating ICT adoption policy.

Purpose: This article seeks to provide a conceptual model that explains the complexity of an enterprise resource planning (ERP) system to general and project managers in a non‐technical manner that is easily understood.Design/methodology/approach: The 4Ps business model serves as a starting‐point to derive the ERP model because most managers are familiar with it and can therefore relate to it with ease. An ERP system is divided into four major components, namely, the software, the customer mindset, change management, and the flow of processes within it. A fifth component, methodology, encircles these four components to ensure that they are integrated and implemented in an organised manner.Findings: ERP is more than just software. Unless a clear understanding exists of the different components and their integration, ERP projects will continue to be plagued by failure. This model is applicable to any ERP system as it is generic and vendor‐independent and helps in determining the scope of an ERP project.Research limitations/implications: The suggested model is conceptual in nature and provides a holistic view of ERP. It does not attempt to provide a detailed, step‐by‐step approach for implementing an ERP system.Originality/value: The conceptual model enables general and project managers to understand ERP systems better without becoming overwhelmed by product or technical detail. This will facilitate the successful implementation of ERP systems, thus ensuring project success and, ultimately, organisational success.

Future project teams will consist of both humans and nonhumans as organizations’ internal and external landscapes are becoming more connected during the fourth Industrial Revolution. This paper explores the competencies project team members should require and what the impact is on the project management of these teams. The impact of Industry 4.0 is felt in various industries. Research on the impact of Industry 4.0 focuses mostly on future factories and the integration of technologies. Little or no research has been done on the impact of Industry 4.0 on project management or, for that matter, project teams. This paper focuses on the demands of Industry 4.0 to determine what future demands there will be on team members as well as the competencies that team members need to exhibit to cope with and meet these demands. The results imply that four categories of competencies are required of future project team members, in particular critical thinking and problem-solving skills. The composition of future project teams will also drastically change with the introduction of artificially intelligent robots as team members.