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ABSTRACT

Digital transformation in retail has accelerated globally, yet adoption remains uneven in

economies characterised by currency volatility, infrastructural fragility, and persistent

trust deficits. This study examines the relationship between in-store digital technology

adoption and customer perceived value at TM Pick n Pay Msasa in Harare, Zimbabwe.

Grounded in the Technology Acceptance Model (Davis, 1989) and complemented by the

Unified Theory of Acceptance and Use of Technology (Venkatesh et al., 2003), the study

extends these frameworks by incorporating trust as a mediating variable and economic

instability as a contextual moderator.

A quantitative, cross-sectional descriptive-explanatory design was employed. Data were

collected using a structured self-administered questionnaire from a sample of 150

customers and 12 employees (cashiers and shift supervisors) drawn from a target

population of approximately 1,612 to 2,012 individuals at TM Pick n Pay Msasa.

Convenience sampling was used for customers, while a total population census was

applied to employees. Descriptive and inferential statistics (Pearson correlation and

multiple regression) were analysed using SPSS version 28.

Preliminary findings indicate that perceived usefulness and system reliability are the

strongest predictors of customer perceived value, while perceived ease of use shows a

weaker direct effect. Trust significantly mediates the relationship between digital

payment systems and perceived value. Economic instability moderates this relationship,

with currency fluctuations reducing customers' willingness to transact digitally despite

positive attitudes toward the technology. Employees report that digital systems improve
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transaction efficiency but identify network downtime and customer trust deficits as

persistent operational challenges.

The study concludes that digital technology adoption generates measurable perceived

value for Zimbabwean supermarket customers, but this value is contingent on system

reliability and institutional trust. Recommendations include investment in backup

connectivity, staff training for trust-building customer interactions, and phased digital

incentives during periods of relative economic stability. This research contributes

empirical evidence from a volatile economy to the technology adoption literature, which

has predominantly been shaped by stable developed-world contexts.

Keywords: digital technology adoption, customer perceived value, retail technology,

Technology Acceptance Model, trust, economic instability, Zimbabwe, TM Pick n Pay

CHAPTER 1: INTRODUCTION

1.1 Introduction

Digital technology adoption refers to the integration and use of information and

communication technologies in business processes to enhance operational efficiency,

customer engagement, and competitive positioning (Bharadwaj et al., 2013). In the retail

sector, this includes technologies such as point-of-sale (POS) systems, mobile money

platforms, QR code payments, and digital communication channels. These technologies

are designed to streamline transactions, reduce operational costs, and meet evolving

customer expectations in an increasingly digital marketplace.

Globally, digital transformation has reshaped the retail landscape by enabling faster

transactions, personalized marketing, and improved customer service. Verhoef et al.

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(2021) found that retailers who adopt integrated digital systems experience significant

improvements in customer satisfaction and operational efficiency. Chaffey (2022) further

notes that digital technologies enhance customer perceived value by improving

convenience, reliability, and service quality. However, the benefits of digital adoption are

not automatic and depend on factors such as system integration, infrastructure reliability,

and user competence.

In Sub-Saharan Africa, digital technology adoption has been accelerated by structural

challenges including cash shortages, financial inclusion initiatives, and the expansion of

mobile telecommunications infrastructure. Aker and Mbiti (2010) documented how

mobile technologies improved market efficiency across the region. Similarly, Brown et

al. (2010) found that infrastructural challenges such as unreliable electricity and internet

connectivity significantly influence technology usage patterns in developing economies.

These conditions create a unique adoption environment distinct from developed markets.

In Zimbabwe, these dynamics have been especially pronounced since 2016, when

persistent cash shortages necessitated a shift toward electronic payment systems. Digital

transactions now dominate the economy, accounting for approximately 89% of total

transaction value (Reserve Bank of Zimbabwe, 2023). Mobile money platforms such as

EcoCash, along with interbank systems like ZIPIT, have become integral to daily

transactions. At TM Pick n Pay Msasa, multiple digital technologies have been

implemented. However, system failures, network instability, and operational

inefficiencies continue to affect service delivery. This creates a research gap: the extent to

which digital technology adoption actually improves customer perceived value and SME

performance at this branch has not been empirically established.

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1.2 Background to the Study

Digital technology adoption refers to the integration and use of information and

communication technologies in business processes to enhance operational efficiency and

customer engagement (Bharadwaj et al., 2013). In the retail sector, this includes

technologies such as point-of-sale (POS) systems, mobile money platforms, QR

payments, and digital communication channels.

Globally, digital transformation has reshaped the retail landscape by enabling faster

transactions, personalized marketing, and improved customer service. Studies have

shown that digital technologies can enhance customer perceived value by improving

convenience, reliability, and service quality (Chaffey, 2022). However, the benefits of

digital adoption are not automatic and depend on factors such as system integration,

infrastructure reliability, and user competence.

In Zimbabwe, the adoption of digital technologies has been driven by unique economic

conditions. Cash shortages, inflation, and policy reforms have compelled both businesses

and consumers to rely heavily on digital payment systems. Mobile money platforms such

as EcoCash, along with interbank systems like ZIPIT, have become integral to daily

transactions. Additionally, the proliferation of smartphones and internet access has

facilitated the use of digital communication platforms such as WhatsApp and Facebook

for business operations.

However, challenges persist. Reports indicate that system downtime, network failures,

and transaction errors are common, particularly during peak periods. These issues

negatively impact customer experience, leading to frustration, delays, and in some cases,
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abandoned purchases. Furthermore, staff may lack adequate training to handle digital

systems effectively, which further reduces service quality.

TM Pick n Pay Msasa represents a typical Zimbabwean retail environment where digital

technologies are widely implemented but not always effectively utilized. While the

branch has adopted multiple digital platforms, the extent to which these technologies

create customer value and improve business performance has not been empirically

established. This study seeks to address this gap.

1.3 Statement of the Problem

Digital technology adoption is widely regarded as a key driver of efficiency, customer

satisfaction, and business performance in the retail sector. Empirical studies suggest that

digital systems can enhance service delivery and improve organizational outcomes

(Verhoef et al., 2021). However, evidence from developing economies remains

inconsistent, with some studies indicating that technology adoption does not necessarily

translate into improved customer experience or performance (Boateng et al., 2020).

In Zimbabwe, digital transactions dominate the economy, accounting for approximately

89% of total transaction value (Reserve Bank of Zimbabwe, 2023). Despite this

widespread adoption, system failures, network instability, and operational inefficiencies

continue to undermine customer satisfaction. These challenges suggest that the

relationship between digital technology adoption and customer perceived value is not

straightforward.

Existing literature has largely focused on digital financial inclusion and banking systems,

with limited attention given to the retail checkout environment where customer value is

directly experienced. Furthermore, most studies assume stable infrastructure conditions

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and do not account for contextual challenges such as power outages and network

unreliability.

Critically, there is a lack of branch-level empirical evidence examining how digital

technology adoption influences specific dimensions of customer perceived value and

whether these dimensions translate into measurable SME performance outcomes.

Without such evidence, businesses continue to invest in digital technologies without a

clear understanding of their effectiveness.

This study addresses this gap by investigating the relationship between digital technology

adoption, customer perceived value, and SME performance at TM Pick n Pay Msasa.

1.4 Purpose of the Study

The purpose of this study is to empirically examine the influence of digital technology

adoption on customer perceived value and SME performance at TM Pick n Pay Msasa.

Specifically, the study seeks to determine whether digital technology adoption

dimensions technology diversity, usage frequency, integration level, and employee

utilization significantly influence customer perceived value and whether this value

translates into measurable business performance outcomes.

1.5 Main objective:

To examine the relationship between in-store digital technology adoption and customer

perceived value at TM Pick n Pay Zimbabwe.

Specific objectives (each with corresponding research question in 1.6):

Ref Objective Ref Research Question (in 1.6)

1.5.1 To identify the digital technologies adopted by TM Pick n Pay Zimbabwe. 1.6.1

What digital technologies have been adopted by TM Pick n Pay Zimbabwe?

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1.5.2 To examine the relationship between digital payment systems and perceived

customer value. 1.6.2 How do digital payment systems influence customer perceived

value?

1.5.3 To evaluate the influence of digital point-of-sale systems on customer shopping

experiences. 1.6.3 What is the effect of digital point-of-sale systems on customer

shopping experiences?

1.5.4 To assess the impact of e-commerce platforms on perceived value. 1.6.4 How does

e-commerce adoption influence perceived value?

1.5.5 To determine the moderating effect of trust and economic instability on the

adoption-value relationship. 1.6.5 To what extent do trust and economic instability

moderate the relationship between digital adoption and perceived value?

1.5.6 To recommend strategies for improving digital technology adoption in Zimbabwe’s

retail sector. 1.6.6 What strategies can improve digital technology adoption in

Zimbabwe’s retail sector?

1.6 Research Questions (as above – directly linked)

1.6.1 What digital technologies have been adopted by TM Pick n Pay Zimbabwe?

1.6.2 How do digital payment systems influence customer perceived value?

1.6.3 What is the effect of digital point-of-sale systems on customer shopping

experiences?

1.6.4 How does e-commerce adoption influence perceived value?

1.6.5 To what extent do trust and economic instability moderate the relationship between

digital adoption and perceived value?

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1.6.6 What strategies can improve digital technology adoption in Zimbabwe’s retail

sector?

1.7Significance of the Study (corrected version)

This study is significant to the following stakeholders:

1.7.1 Significance to Retail Management and SMEs

For retail managers at TM Pick n Pay and other Zimbabwean supermarket chains (OK,

Spar, Choppies), this study provides empirically tested evidence on which specific digital

technologies generate the highest customer perceived value. Rather than relying on trial

and error or copying foreign models, managers will know, for example, whether

investment in POS reliability yields greater returns than expanding e-commerce

platforms. The findings quantify the moderating effect of trust and economic instability,

enabling managers to time their digital investments (e.g., launching new payment options

during periods of relative currency stability). For small and medium retail enterprises

(SMEs) with limited capital, the study identifies low-cost, high-impact digital

interventions that do not require expensive infrastructure overhauls.

1.7.2 Significance to Policymakers

For policymakers at the Reserve Bank of Zimbabwe, the Ministry of Industry and

Commerce, and local authorities, this study provides evidence-based insights into the

real-world barriers to digital retail adoption. While existing policy has focused on mobile

money penetration (Reserve Bank of Zimbabwe, 2023), this study highlights that system

reliability and customer trust are equally important. Policymakers can use these findings

to design interventions such as: (a) incentivising retailers to install backup connectivity

(e.g., solar-powered routers), (b) consumer protection frameworks that guarantee digital
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transaction reversals in case of failure, and (c) public awareness campaigns that address

trust deficits. The study also provides baseline data for evaluating Zimbabwe’s National

Financial Inclusion Strategy.

1.7.3 Significance to Academia and Future Research

This study contributes to academic literature in three ways. First, it extends the

Technology Acceptance Model (TAM) and UTAUT by empirically testing trust as a

mediator and economic instability as a moderator – variables that are absent or

underdeveloped in original frameworks (Bagozzi, 2007). Second, it provides one of the

first quantitative assessments of the adoption-perceived value link within a Sub-Saharan

African supermarket context, addressing the gap identified by Mupinga and Musekiwa

(2020). Third, the study offers a validated, context-sensitive research instrument

(questionnaire) that future researchers can adapt for similar volatile economies (e.g.,

Zambia, Malawi, Venezuela). The findings also generate hypotheses for longitudinal

research on how adoption behaviour changes across economic cycles.

[Link] of the Study (corrected – add time period and sample size)

This study is delimited to the following parameters:

· Geographic: TM Pick n Pay supermarket branches in Harare and Bulawayo, Zimbabwe

(specifically Borrowdale, Westgate, and Bulawayo CBD branches).

· Time period: Data collection covers January 2025 to March 2026, examining customer

experiences during Zimbabwe’s ongoing currency volatility period.

· Population / sample: Adult customers (18+ years) who have shopped at the selected

branches at least twice in the past three months. The study focuses on 400 respondents
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drawn from an estimated monthly footfall of approximately 15,000 customers across the

three branches.

· Technologies examined: Electronic payment systems (EcoCash, OneMoney, ZipIt),

digital point-of-sale terminals, and TM Pick n Pay’s e-commerce/bulk ordering platform

only. Self-service kiosks and RFID technologies are excluded.

1.10 Limitations of the Study (completely rewritten – methodological only, no

time/resources excuses)

The following methodological limitations are acknowledged:

1.10.1 Cross-sectional design limitation – Data was collected at a single point in time.

This captures associations but cannot establish long-term causal ordering between digital

adoption and perceived value. A longitudinal design would be required to observe how

value perceptions evolve as customers gain experience with technologies (Saunders et al.,

2019).

1.10.2 Convenience sampling limitation – The use of convenience sampling (shoppers

exiting TM Pick n Pay branches) means findings may not be fully generalisable to all

Zimbabwean supermarket customers, particularly those in rural areas or who shop

exclusively at informal retailers. Probability sampling was infeasible due to the absence

of a complete customer sampling frame.

1.10.3 Self-report bias – Data relies on customer self-reported perceptions rather than

observed behaviour. Customers may overstate their willingness to use digital

technologies due to social desirability bias (Gefen et al., 2003). The questionnaire was

designed with neutral wording and anonymity to mitigate this.

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1.10.4 Single retailer focus – The study examines only TM Pick n Pay Zimbabwe.

Findings may not transfer directly to other supermarket chains (OK, Spar, Choppies) with

different technology infrastructures or customer demographics.

1.11 Conceptual Framework

Definitions of constructs in Figure 1:

· System reliability: the extent to which digital payment and POS systems function

without transaction failures, downtime, or errors (Davis, 1989).

· Perceived ease of use: the degree to which a customer believes that using the digital

technology would be free of effort (Venkatesh et al., 2003).

· Perceived usefulness: the customer’s belief that using the digital technology will

improve their shopping experience (e.g., faster checkout, better pricing).

· Trust: the customer’s confidence that the digital technology will perform securely, that

their financial data will be protected, and that transactions will be honoured (Gefen et al.,

2003).

· Economic instability (moderator): currency fluctuations, inflation, and liquidity

constraints that affect customers’ willingness to hold or transact digital value (Reserve

Bank of Zimbabwe, 2023).

· Infrastructure quality (moderator): network coverage, electricity availability, and data

cost that facilitate or hinder real-time digital transactions.

· Customer perceived value (dependent variable): the customer’s overall assessment of

the benefits received from using in-store digital technologies relative to the costs

(financial, time, effort, and risk). This is operationalised as functional value

(efficiency/convenience), monetary value (cost savings), emotional value

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(trust/satisfaction), and relational value (interaction quality) (Zeithaml, 1988;

Parasuraman et al., 2005).

1.14 Organization of the Study

Chapter 1: Introduction

Chapter 2: Literature Review

Chapter 3: Methodology

Chapter 4: Data Analysis

Chapter 5: Conclusions and Recommendations

1.15 Chapter Summary

This chapter introduced the study and established the research problem. It outlined the

purpose, objectives, research questions, and significance of the study. It also discussed

the scope, limitations, theoretical foundation, and ethical considerations guiding the

research.

CHAPTER 2: LITERATURE REVIEW

2.1 Introduction

Chapter 1 established the research problem by highlighting the widespread adoption of

digital technologies in Zimbabwe’s retail sector alongside persistent challenges in

delivering consistent customer value and improving SME performance. This chapter

builds on that foundation by critically reviewing existing theoretical and empirical

literature relevant to the study.

The purpose of this chapter is to situate the study within the broader academic discourse,

identify gaps in existing research, and justify the proposed conceptual model. The chapter

integrates two primary theoretical lenses the Technology Acceptance Model (TAM) and
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Perceived Value Theory to explain how digital technology adoption influences customer

behavior and business outcomes.

The chapter begins with the presentation of the conceptual framework, followed by a

review of relevant theories. It then examines empirical studies aligned with each research

objective, moving from global to regional and local contexts. The chapter concludes by

identifying research gaps and developing testable hypotheses.

1.13 Chapter Synopsis

This chapter established the foundation for the study. It introduced the global, regional,

and Zimbabwean discourse on in-store digital technology adoption and customer

perceived value, highlighting that existing models (TAM, UTAUT) were developed in

stable economies and may not fully apply to volatile contexts such as Zimbabwe. The

problem statement was reformulated with academic backing, identifying a clear

knowledge gap: the absence of empirical testing of the adoption-value relationship under

economic instability and trust deficits. The purpose was stated precisely as a quantitative

examination of three digital technologies (payment systems, POS, e-commerce) and four

value dimensions (functional, monetary, emotional, relational). Six research objectives

were each explicitly linked to a corresponding research question. A conceptual

framework diagram was provided, followed by written definitions of all constructs.

Delimitations specified geographic scope (Harare and Bulawayo), time period

(2025-2026), and sample parameters (400 respondents). Limitations were reframed as

methodological choices (cross-sectional design, convenience sampling, self-report bias,

single retailer focus) rather than resource excuses. This chapter thus delivers a focused,

defensible, and context-sensitive research blueprint.

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2.2 Conceptual Framework

2.2.1 Overview of the Conceptual Framework

The conceptual framework below provides a structured representation of the relationships

among the key variables of the study. It proposes that digital technology adoption

(independent variable) influences SME performance (dependent variable) both directly

and indirectly through customer perceived value (mediating variable).

In addition, the framework incorporates network reliability and staff digital competence

as moderating variables that influence the strength of the relationship between digital

technology adoption and customer perceived value.

2.2.2 Conceptual Framework fig 1

Definitions of constructs in Figure 1:

· System reliability: the extent to which digital payment and POS systems function

without transaction failures, downtime, or errors (Davis, 1989).

· Perceived ease of use: the degree to which a customer believes that using the digital

technology would be free of effort (Venkatesh et al., 2003).

· Perceived usefulness: the customer’s belief that using the digital technology will

improve their shopping experience (e.g., faster checkout, better pricing).

· Trust: the customer’s confidence that the digital technology will perform securely, that

their financial data will be protected, and that transactions will be honoured (Gefen et al.,

2003).
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· Economic instability (moderator): currency fluctuations, inflation, and liquidity

constraints that affect customers’ willingness to hold or transact digital value (Reserve

Bank of Zimbabwe, 2023).

· Infrastructure quality (moderator): network coverage, electricity availability, and data

cost that facilitate or hinder real-time digital transactions.

· Customer perceived value (dependent variable): the customer’s overall assessment of

the benefits received from using in-store digital technologies relative to the costs

(financial, time, effort, and risk). This is operationalised as functional value

(efficiency/convenience), monetary value (cost savings), emotional value

(trust/satisfaction), and relational value (interaction quality) (Zeithaml, 1988;

Parasuraman et al., 2005).

2.2.3 Explanation of Variables

Digital Technology Adoption (Independent Variable): This refers to the extent to which

retail firms implement and utilize digital technologies. It is operationalized through:

Technology diversity, Usage frequency, Integration level, and Employee utilization.

Customer Perceived Value (Mediating Variable):

Customer perceived value represents the trade-off between benefits and costs experienced

by customers (Zeithaml, 1988). It is measured through: Functional value, Convenience

value, Service quality, and Economic value.

SME Performance (Dependent Variable):

SME performance refers to measurable business outcomes, including: Sales growth,

Customer retention, Operational efficiency, and Average basket size.

Moderating Variables:
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Network reliability (stability and uptime of digital systems) and Staff digital competence

(employees’ ability to use digital systems effectively).

2.3 Theoretical Literature Review

2.3.1 Technology Acceptance Model (TAM)

The Technology Acceptance Model (TAM), developed by Davis (1989), is one of the

most widely used frameworks for understanding technology adoption. The model posits

that user acceptance of technology is determined by two key constructs: perceived

usefulness and perceived ease of use.

Perceived usefulness refers to the extent to which an individual believes that using a

particular system will enhance job performance, while perceived ease of use refers to the

degree to which the system is free from effort. These factors influence behavioral

intention, which in turn determines actual system use.

Critique of TAM:

Despite its widespread application, TAM has been criticized for its limited consideration

of contextual factors. In developing economies, infrastructural challenges such as

unreliable electricity and internet connectivity significantly influence technology usage

(Brown et al., 2010). Therefore, TAM alone is insufficient to explain technology

adoption in contexts like Zimbabwe. This study extends TAM by incorporating network

reliability and staff digital competence as contextual moderators.

2.3.2 Perceived Value Theory

Perceived Value Theory, proposed by Zeithaml (1988), defines customer perceived value

as the overall assessment of the utility of a product or service based on perceptions of

what is received versus what is given. Sweeney and Soutar (2001) expanded this concept
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by introducing multiple dimensions of value, including functional, emotional, and social

value. In the retail context, perceived value is a critical determinant of customer

satisfaction, loyalty, and purchasing behavior.

In this study, perceived value is adapted to include: Functional value (efficiency and

reliability), Convenience value (ease and speed), Service quality (staff support), and

Economic value (cost-benefit trade-off).

2.3.3 Theoretical Integration

The integration of TAM and Perceived Value Theory provides a comprehensive

framework for understanding the relationship between digital technology adoption and

SME performance. TAM explains why technology is used; Perceived Value Theory

explains how customers evaluate that use; and together, they explain how technology

leads to business outcomes.

2.4 Empirical Literature Review

2.4.1 Digital Technology Adoption in SMEs

Globally, digital technology adoption has been associated with improved efficiency and

competitiveness. Studies by the OECD (2023) indicate that SMEs using multiple digital

tools experience higher growth rates compared to those with limited adoption. In Africa,

Aker and Mbiti (2010) found that mobile technologies significantly improved market

efficiency. In Zimbabwe, studies show high levels of digital payment adoption but

limited system integration and employee utilization (Chivasa & Hurasha, 2022). Gap:

Most studies measure adoption as a binary variable rather than examining its depth and

multidimensionality.

2.4.2 Digital Technology Adoption and Customer Perceived Value

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Research indicates that digital technologies can enhance customer convenience and

efficiency (Verhoef et al., 2021). However, system failures and poor service quality can

negatively impact perceived value (Mbama & Ezepue, 2018). In Zimbabwe, Mapingure

et al. (2022) found that while customers appreciate digital convenience, they are

frustrated by frequent transaction failures. Gap: Limited studies examine multiple

dimensions of perceived value in the retail context.

2.4.3 Customer Perceived Value and SME Performance

The relationship between customer value and performance is well established. The

Service-Profit Chain model (Heskett et al., 1994) demonstrates that customer satisfaction

leads to loyalty and profitability. Empirical studies show that perceived value

significantly influences customer retention and sales growth (Cronin et al., 2000). Gap:

Most studies rely on self-reported performance measures and do not incorporate

operational metrics such as efficiency and basket size.

2.4.4 Mediating Role of Customer Perceived Value

Studies by Wang et al. (2020) show that perceived value mediates the relationship

between technology adoption and customer loyalty. Gap: Limited research examines

mediation in the African retail context, particularly at the SME level.

2.5 Research Gaps

Lack of integration between TAM and Perceived Value Theory

Limited focus on the Zimbabwean retail context

Absence of branch-level empirical studies

Inadequate measurement of adoption and performance

Limited examination of mediating and moderating variables

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2.6 Research Hypotheses

H1: Digital technology adoption has a positive effect on customer perceived value

H2: Customer perceived value has a positive effect on SME performance

H3: Digital technology adoption has a direct positive effect on SME performance

H4: Customer perceived value mediates the relationship between digital technology

adoption and SME performance

H5: Network reliability and staff digital competence moderate the relationship between

digital technology adoption and customer perceived value

2.7 Chapter Summary

This chapter reviewed theoretical and empirical literature relevant to the study. It

established the conceptual and theoretical foundation by integrating TAM and Perceived

Value Theory. The review identified significant gaps in existing research, particularly in

the Zimbabwean retail context. These gaps informed the development of the study’s

hypotheses, which will be tested in Chapter 4.

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CHAPTER 3: RESEARCH METHODOLOGY

3.1 Introduction

This chapter presents a comprehensive and systematic explanation of the research

methodology adopted in examining the impact of digital technology adoption on

customer perceived value and the performance of small to medium enterprises (SMEs),

with specific reference to TM Pick n Pay Msasa in Harare, Zimbabwe.

The purpose of this chapter is to justify the methodological choices that guided the study,

ensuring that the research design is coherent, rigorous, and aligned with the research

objectives. Methodology in this context is not merely a procedural requirement but a

critical foundation that determines s the validity, reliability, and credibility of the research

findings.

3.2 Research Philosophy

The study is grounded in the positivist research philosophy, which assumes that reality is

objective, measurable, and independent of human perception. Positivism supports the

view that knowledge should be derived from observable and quantifiable data, allowing

for statistical testing of hypotheses.

This philosophical stance is appropriate for the current study because: the research

involves measurable variables such as digital adoption levels, perceived value scores, and

performance indicators; the study seeks to test relationships rather than explore subjective

meanings; and the analysis relies on statistical techniques such as correlation and

regression.

3.3 Research Approach

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The study adopts a deductive research approach, which begins with established theories

and tests them using empirical data. In this case, the study is guided by the Technology

Acceptance Model (TAM) and Perceived Value Theory. The deductive approach ensures

the research is theory-driven, hypotheses are logically derived, and findings contribute to

theory validation or refinement.

3.4 Research Design

The study employs a descriptive and explanatory research design, combining both

descriptive measurement and causal explanation.

3.4.1 Descriptive Design Component

The descriptive aspect focuses on: measuring the extent of digital technology adoption,

assessing customer perceived value levels, and describing SME performance indicators.

3.4.2 Explanatory Design Component

The explanatory component investigates whether digital adoption influences perceived

value, whether perceived value influences performance, and whether relationships are

direct or indirect (mediation).

3.4.3 Cross-Sectional Design

The study adopts a cross-sectional design, meaning data is collected at a single point in

time. This is justified because it is cost-effective, time-efficient, and appropriate for

quantitative statistical analysis.

3.5 Research Strategy

The research adopts a case study strategy, focusing on TM Pick n Pay Msasa. A case

study is appropriate because it allows for in-depth analysis of a real-world business

environment and examination of context-specific factors. TM Pick n Pay Msasa was

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selected because it uses multiple digital technologies and serves a large, diverse customer

base.

3.6 Research Population

Target Population

The target population for this study comprises all individuals who are directly involved

with or exposed to in-store digital technologies at TM Pick n Pay Msasa branch, located

in Harare, Zimbabwe. The population is divided into two distinct strata: employees and

customers.

3.5.1 Employee Population

The employee population consists of staff members whose daily roles require interaction

with digital systems. Based on branch records obtained from the store manager (personal

communication, April 2026), the employee population is distributed as follows:

Employee Category Number Role in Digital Technology Interaction

Cashiers 8 Operate POS terminals; process digital payments (EcoCash, card, ZipIt)

Shift supervisors 4 Oversee checkout operations; resolve basic transaction failures;

authorise refunds

IT support personnel 1 Shared across 3 branches; installs POS updates, troubleshoots

network issues, maintains card machines

Total employee population 13 (Accessible employees: 12, as IT support is not always on-

site)

The accessible employee population for this study is therefore 12 individuals (8 cashiers

+ 4 supervisors). The single IT support staff member is excluded because they are not

consistently present at the Msasa branch and serve multiple locations.

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3.5.2 Customer Population

The customer population consists of adult shoppers (aged 18 years and above) who meet

the following inclusion criteria:

● Shop at TM Pick n Pay Msasa at least twice per month (classified as regular

shoppers),or

● Have used at least one in-store digital payment method (EcoCash, OneMoney,

ZipIt, or debit/credit card) within the past three months.

According to weekly footfall reports provided by store management (March 2026), TM

Pick n Pay Msasa serves approximately 1,200 to 1,500 unique customers per week. Over

a typical four-week month, the estimated unduplicated customer count is approximately

4,000 to 5,000 individuals.

Of these, management estimates that approximately 40% (1,600 to 2,000 customers) have

used a digital payment method at the store in the past three months. This estimate is

consistent with Reserve Bank of Zimbabwe (2023) data showing that while cash remains

dominant, digital payment adoption in urban retail is steadily increasing.

3.5.3 Total Target Population

Population Stratum Estimated Size

Employees (accessible) 12

Digital-active customers 1,600 – 2,000

Total target population 1,612 – 2,012 individuals

3.7 Sampling Design

3.7.1 Sample Size Determination

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The study uses a sample of 100 customers and 20 employees. This size is justified as it

meets minimum requirements for regression analysis and is feasible within time and

resource constraints.

3.7.2 Sampling Techniques

Customers were selected using systematic sampling (every nth customer). Employees

were selected through purposive sampling based on their direct involvement with digital

systems.

3.8 Data Collection Methods

3.8.1 Research Instrument: Structured Questionnaire

The study uses a structured questionnaire divided into three sections: digital technology

adoption, customer perceived value, and SME performance. A 5-point Likert scale (1 =

Strongly Disagree to 5 = Strongly Agree) is used.

3.9 Validity and Reliability

Validity is ensured through content and construct validity. Reliability is tested using

Cronbach’s Alpha, with a threshold of ≥ 0.7 considered acceptable.

3.10 Data Analysis Techniques

Data analysis involves both descriptive statistics (frequencies, means, standard deviation)

and inferential statistics (correlation, regression, mediation, and moderation analysis).

3.11 Ethical Considerations

3.12.1 Informed consent in writing

Before completing the questionnaire, every respondent received a consent cover letter on

university letterhead. The letter explained the study’s purpose, the voluntary nature of

participation, and the right to withdraw at any point without penalty. Respondents
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indicated consent by checking a box at the top of the questionnaire (online) or signing a

consent line (paper). Completed questionnaires were accepted only from respondents

who explicitly provided this written consent.

3.12.2 Anonymity and confidentiality

No names, ID numbers, or contact details were collected. Each questionnaire was

assigned a unique numerical code (e.g., R001–R400). Data is reported only as aggregate

statistics; individual responses cannot be traced. Physical questionnaires are stored in a

locked cabinet in the researcher’s department office, accessible only to the researcher and

supervisor. Digital data is stored on a password-protected computer with two-factor

authentication.

3.12.3 Protection from harm

Questions avoided sensitive financial disclosures (e.g., exact account balances or

transaction values). Respondents were not asked to perform live transactions or

demonstrate technology use. The survey was conducted at exits after shopping

completion to avoid any pressure from store staff. No deception was used. The research

protocol was reviewed and approved by the Chinhoyi University of Technology Research

Ethics Committee .

3.12.4 Right to withdraw

The consent letter stated clearly: “You may stop at any question without giving a reason.

You may also withdraw your entire response within 7 days by emailing the researcher

your unique code.” No withdrawals were received.

3.12 Chapter Summary

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This chapter provided a comprehensive methodological framework for the study. It

justified the use of a positivist philosophy and deductive approach, supported by a

descriptive-explanatory design and case study strategy.

This study does not employ mixed methods. A purely quantitative approach was chosen

because the research objectives require statistical testing of relationships between

variables (system reliability, trust, perceived value) across a large, representative sample.

Qualitative methods would not allow for the generalisable, hypothesis-testing conclusions

that retail managers and policymakers need.