Abstract
Digital technology enterprises (DTEs) have transformed industries globally through scalable, digitally
enabled business models. However, while DTEs in developed economies scale through operational
integration and cross-border data flows, those operating in Africa face fundamentally different
conditions. Despite these challenges, few DTEs successfully scale across multiple African markets
while most remain locally constrained. This research investigates how DTEs in Africa adapt their digital
business models (DBMs) to scale across the turbulent market environments on the continent.
Building on digital business model literature, particularly Al-Debei and Avison’s (2010) digital
business framework and responding to their call for research on DBM flexibility in turbulent
environments, this study employs a qualitative multiple-case study design. Data was collected through
semi-structured interviews with 20 founders, executives, and senior managers across DTEs operating
in Africa, supplemented by documentary analysis. Reflexive thematic analysis following Braun and
Clarke’s six-phase process was employed.
The findings reveal four interconnected dimensions of DBM adaptation for scaling. First, an Adaptable
Digital Business Model Design, comprising four characteristics and three new value elements that
extend existing DBM frameworks. Second, Governance Orchestration Mechanisms that enable
ongoing alignment and reconfiguration across digital business dimensions. Third, Context-Responsive
Scaling Approaches, comprising five approaches that DTEs employ simultaneously rather than
sequentially. Fourth, Sachetisation, a novel concept explaining how DTEs achieve scale through
market-level isolation rather than integration.
This research contributes to digital business model theory by extending dimensional frameworks with
additional value elements and governance mechanisms for turbulent contexts. It challenges the
foundational assumption of integration in scaling theory, demonstrating that under regulatory
constraints mandating operational isolation, scaling occurs through isolation rather than despite it- a
paradox existing theory cannot explain. The integrated Sachetised Scaling Model provides practitioners
with actionable guidance for scaling across markets characterised by regulatory fragmentation and
infrastructure heterogeneity. The concept of Sachetisation has implications that extend beyond Africa
to any environment in which regulatory constraints prohibit operational integration.