Abstract
The rapid shift to Emergency Remote Teaching (ERT) during the COVID-19 pandemic exposed significant challenges within higher education (HE), particularly in rural and under-resourced institutions. While ERT enabled academic continuity, it highlighted critical gaps in digital infrastructure, staff preparedness, and institutional support. This study explores senior academics' strategies to enhance ERT at a rural University of Technology (UoT) in South Africa, emphasising the need for sustainable solutions beyond temporary crisis responses. Employing a qualitative, phenomenological research design, the study collected data through individual semi-structured interviews with twelve senior academic personnel who experienced the transition to ERT first-hand. Thematic analysis using NVivo software identified key strategic themes, including addressing issues of technological capacity, inadequate professional development, and compromised academic integrity during remote assessments. Findings revealed the need for continuous staff training, improved online learning platforms with enhanced security features, and collaborative partnerships to support resource-constrained institutions. The study’s significance lies in addressing the overlooked experiences of rural senior academic personnel, often neglected in ERT literature focused on well-resourced institutions and a diverse population that lacks seniority. The research recommends implementing structured, ongoing professional development, investment in digital infrastructure, and establishing national policies ensuring equitable access to online learning resources. This study provides critical insights for policymakers, educators, and institutional leaders seeking to bridge the digital divide and ensure equitable access to quality education during future disruptions.
Cite
CITATION STYLE
Molokomme, R. T. (2025). Bridging the digital divide: enhancing emergency remote teaching through strategies informed by senior academics at a South African university of technology. International Journal of Research in Business and Social Science (2147- 4478), 14(4), 449–458. https://doi.org/10.20525/ijrbs.v14i4.3972
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