Assessing Perceptions of Artificial Intelligence’s Potential Impact on Decision-Making in South Africa’s Public Sector: A Case Study of the Gauteng Department of Social Development

Abstract

Artificial Intelligence (AI) is increasingly recognised as a technology with the potential to support decision-making, operational efficiency, and service delivery in public institutions. In South Africa, interest in AI has grown through digital-transformation and Fourth Industrial Revolution initiatives. However, limited empirical research has examined how senior provincial public-sector leaders perceive AI before full organisational implementation. This study explored such perceptions within the Gauteng Department of Social Development (GDSD). An interpretivist paradigm and qualitative single-case study design were adopted. Data were collected through semi-structured interviews with twelve senior officials selected purposively because of their strategic decision-making responsibilities. Braun and Clarke’s six-phase thematic analysis was applied, supported by NVivo 14, while the Technology Acceptance Model (TAM) and Unified Theory of Acceptance and Use of Technology (UTAUT) informed interpretation. Three themes emerged: strategic optimism and alignment; anticipated operational and decision-making benefits; and leadership commitment and organisational readiness. Participants expected AI to support service delivery, resource allocation, data management, and evidence-informed decisions. These findings represent leadership perceptions and anticipated benefits rather than measured outcomes from fully implemented AI systems. Limited attention to algorithmic bias, privacy, cybersecurity, workforce implications, and avenues for contesting AI-supported decisions revealed an important governance-readiness gap. The study recommends phased, low-risk piloting supported by human oversight