Chapter One — 1.1 Background to the Study

Business Process Re-engineering has increasingly attracted the attention of researchers, regulators, and practitioners concerned with decision-making quality. 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 Evidence from Sub-Saharan Africa.

Evidence from Sub-Saharan Africa presents a useful setting for examining this relationship precisely because the conditions there — structural, regulatory, and behavioural — differ from those typically assumed in the broader literature, most of which draws on evidence from more developed economies.

1.2 Statement of the Problem

Despite a growing body of literature on business process re-engineering, there remains limited consensus on the precise nature of its relationship with decision-making quality, particularly within Evidence from Sub-Saharan Africa. Many organizations continue to make decisions about business process re-engineering without a clear, evidence-based understanding of how those decisions ultimately affect decision-making quality. This gap between practice and empirical understanding is the central problem this study seeks to address.

1.3 Objectives of the Study

1. To examine the effect of Business Process Re-engineering on decision-making quality in Evidence from Sub-Saharan Africa.
2. To assess the extent to which business process re-engineering influences decision-making quality within the study area.
3. To identify the challenges associated with business process re-engineering in relation to decision-making quality.
4. To recommend strategies for optimizing business process re-engineering in order to improve decision-making quality.

1.4 Research Questions

1. What is the effect of business process re-engineering on decision-making quality in Evidence from Sub-Saharan Africa?
2. To what extent does business process re-engineering influence decision-making quality within the study area?
3. What challenges are associated with business process re-engineering in relation to decision-making quality?
4. What strategies can be adopted to optimize business process re-engineering in order to improve decision-making quality?

1.5 Significance of the Study

This study is significant to a range of stakeholders. For policymakers and regulators, the findings offer evidence to guide the design of frameworks that support healthier outcomes around decision-making quality. For managers and practitioners within Evidence from Sub-Saharan Africa, the study provides practical insight into how business process re-engineering can be better managed. Finally, it contributes to the academic literature on business analysis by extending existing knowledge into a specific empirical context, and offers a reference point for future researchers.

1.6 Scope of the Study

In terms of scope, this MSc study confines itself to Evidence from Sub-Saharan Africa, focusing specifically on how business process re-engineering relates to decision-making quality within that setting. Findings are interpreted within these boundaries rather than as universal claims applicable to every organization or market.