The competitive environment today requires organisations to be agile and flexible to client changes in order to survive. In this paper, we draw on the literature of dynamic capabilities to explore the extent to which organisations in South Africaconsider enterprise mobile app strategies as a means to consistently reconfigure, renovate and reuse their resources to better explore the environment and exploit opportunities. The study used responses from 39executives and employed Fisher’s exact test. The findings suggest that theexecutives had a cognitive dissonance about the adoption of emergent new technologies, that is, the executives are hesitant to invest in enterprise apps despite knowing such apps could add value. The research recommends the importance of selecting executives who are promotors of new technology opportunities.