Chapter One — 1.1 Background to the Study

Business Process Re-engineering has increasingly attracted the attention of researchers, regulators, and practitioners concerned with organizational change readiness. This growing interest reflects the recognition that business process re-engineering does not operate in isolation, but interacts with a wider set of institutional and market conditions found within Kano State.

Within the context of Kano State, this relationship carries particular significance. Organizations in this setting operate under a distinct combination of economic, regulatory, and market conditions that may amplify or dampen the effect of business process re-engineering on organizational change readiness, making a context-specific inquiry both timely and necessary.

1.2 Statement of the Problem

While business process re-engineering is widely discussed in policy and industry circles, empirical evidence on its actual effect on organizational change readiness within Kano State remains sparse and, in places, contradictory. This lack of localized, rigorous evidence makes it difficult for decision-makers to know with confidence whether current approaches to business process re-engineering are helping or hindering organizational change readiness — a gap this study sets out to close.

1.3 Objectives of the Study

1. To examine the effect of Business Process Re-engineering on organizational change readiness in Kano State.
2. To assess the extent to which business process re-engineering influences organizational change readiness within the study area.
3. To identify the challenges associated with business process re-engineering in relation to organizational change readiness.
4. To recommend strategies for optimizing business process re-engineering in order to improve organizational change readiness.

1.4 Research Questions

1. What is the effect of business process re-engineering on organizational change readiness in Kano State?
2. To what extent does business process re-engineering influence organizational change readiness within the study area?
3. What challenges are associated with business process re-engineering in relation to organizational change readiness?
4. What strategies can be adopted to optimize business process re-engineering in order to improve organizational change readiness?

1.5 Significance of the Study

Beyond its academic contribution to the field of business analysis, this study has practical value for management teams within Kano State seeking to understand how business process re-engineering translates into measurable outcomes around organizational change readiness. It is equally useful to students and future researchers looking for a localized empirical reference on this relationship.

1.6 Scope of the Study

The study is limited to an examination of Business Process Re-engineering and its relationship with organizational change readiness within the context of Kano State. It reflects a MSc-level scope of analysis and relies on data and perspectives available within that scope; generalizing the findings beyond this specific context should therefore be done with appropriate caution.