Browsing by Author "Badru, Abdulbaqi Eyitayo."

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Leading from face-to-face to virtual: leaders' experiences at the University of KwaZulu-Natal during the pandemic.
(2022) Badru, Abdulbaqi Eyitayo.; Proches, Cecile Naomi Gerwel.
The COVID-19 pandemic lockdown disrupted the usual functioning of businesses and organisations had to operate remotely to continue working. This brought about a unique opportunity for organisations such as traditional Higher Education Institutions (HEIs), who would not have previously considered virtual work arrangements, to explore and experience the opportunities and possibilities of virtual work arrangements. Post-COVID-19 pandemic, organisations are now re-strategising and incorporating elements of virtualness in their operations, which require new structures and leadership beyond traditional face-to-face approaches. This increasing interest in virtual work arrangements and existing virtual leadership challenges necessitates further research to explore leaders' experiences of leading virtually during the COVID-19 pandemic to identify successful approaches and their specific challenges. The study employed the qualitative research approach to explore leaders’ experiences of leading virtually during the COVID-19 pandemic at the University of KwaZulu-Natal (UKZN) in South Africa. A purposive sampling technique was used in selecting the study participants. Thirteen participants were interviewed, including academic leaders and directors of professional services. The interviews were recorded via Zoom and subsequently transcribed. Thematic analysis of interview transcripts was undertaken using the NVIVO software. Codes and themes were generated from the analysis to answer the research questions. The study findings revealed that participants adopted and hardened their face-to-face leadership styles upon transitioning to virtual leadership. Amongst the attributes and behaviours exhibited by the leaders were trust, empathy, good communication, consultation, and self-confidence. Some of the challenges participants faced when leading virtually included a lack of participation by subordinates, slow response rates, exhaustion, balancing work and personal life, isolation, and load shedding. Generally, participants expressed both positive and negative feelings toward leading virtually during the COVID-19 pandemic. All participants believed that the era of completely face-to-face work arrangements is over and that a hybrid working model should be adopted and institutionalised in the future. Based on the key findings of the study, a face-to-face-tovirtual leadership transition conceptual framework was developed to illustrate the possible journey of face-to-face leaders to become virtual leaders.
Managing IT outsourcing risks: the case of large organisations in South Africa.
(2017) Badru, Abdulbaqi Eyitayo.; Ajayi, Nurudeen Abimbola.
Information technology (IT) is significant to achieving business objectives. Despite the significance of IT to the business, organisations are outsourcing the whole, or part thereof, of their IT department to reduce cost and focus on the core of their business. The outsourcing of IT, however, comes together with risks such as vendor lock-in, loss of control and information breaches that could lead to IT outsourcing (ITO) failure. If these risks are not properly identified and managed, organisations will remain vulnerable. While studies have been conducted on ITO and risk management, very few have conducted exploratory research to address how to manage the risks of ITO. Hence, using a qualitative approach, this study explored how large organisations manage the common risks of ITO. These risks are the operational risk, business continuity risk, data privacy risk and compliance risk of the IT Service Provider (ITSP). The study further explored the impact of these risks on large organisations and the mitigating controls organisations can have in place to reduce their impact and likelihood of occurrence. Interviews, which were recorded, was conducted with 12 experts from two large organisations in South Africa. The recorded interviews were transcribed, coded using NVivo software and analysed using thematic analysis. The main themes of this study were governance, develop ITO risk profile, ITSP audit, risk treatment, and assurance. Findings show that organisations need to constitute a Risk Management Committee with a substantial level of experience in the management of risks and ITO. This is to ensure the effective identification, assessment and treatment of ITO risks. Furthermore, the constituted Risk Committee must conduct verification exercises to identify the inherent risks of ITO. They must also conduct maturity assessment and business impact analysis (BIA) in assessing the probability of occurrence and impact of ITO risks. The Committee must establish technical and administrative controls in mitigating the risks of ITO. The findings further show that organisations must integrate risk governance and assurance polices in their ITO risk management strategy to continuously monitor residual risks and identify potentially new risks. A governance Framework for IT Service Provider Risk Management (ITSPRM) that may serve as a guide in the effective management of ITO risks was also developed and presented.