Chapter One — 1.1 Background to the Study

Over the past decade, the relationship between data-driven decision making and organizational change readiness has become a subject of considerable debate among scholars and industry practitioners alike, particularly within the context of Cross River State where operating conditions differ markedly from more developed markets.

Cross River State 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 data-driven decision making, there remains limited consensus on the precise nature of its relationship with organizational change readiness, particularly within Cross River State. Many organizations continue to make decisions about data-driven decision making without a clear, evidence-based understanding of how those decisions ultimately affect organizational change readiness. 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 Data-Driven Decision Making on organizational change readiness in Cross River State.
2. To assess the extent to which data-driven decision making influences organizational change readiness within the study area.
3. To identify the challenges associated with data-driven decision making in relation to organizational change readiness.
4. To recommend strategies for optimizing data-driven decision making in order to improve organizational change readiness.

1.4 Research Questions

1. What is the effect of data-driven decision making on organizational change readiness in Cross River State?
2. To what extent does data-driven decision making influence organizational change readiness within the study area?
3. What challenges are associated with data-driven decision making in relation to organizational change readiness?
4. What strategies can be adopted to optimize data-driven decision making in order to improve organizational change readiness?

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 organizational change readiness. For managers and practitioners within Cross River State, the study provides practical insight into how data-driven decision making 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 study confines itself to Cross River State, focusing specifically on how data-driven decision making relates to organizational change readiness within that setting. Findings are interpreted within these boundaries rather than as universal claims applicable to every organization or market.