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With risk defined as the possibility of deviation in the results from the expected goals, business process reengineering (BPR) initiatives clearly involve risk taking. However, due to the high expected returns of such efforts, the acceptable risk levels of BPR will tend to be greater than those of less ambitious projects. This research reports the development of a tool to quantitatively estimate the potential risk level of a BPR effort before an organization commits its resources to that effort. The underlying research employed a survey of BPR‐experienced organizations to collect assessment information in order to build a BPR risk estimation model. The developed tool uses triangular fuzzy numbers to approximate the degree of success/failure of proposed BPR initiatives. The tool can be applied by any organization contemplating BPR, thus giving such organizations a heretofore unavailable estimate of the risk level of proposed BPR efforts. Validation was performed based upon an 18‐month BPR project conducted at the Missouri Lottery.

Quantitative decision making¿an overview -- Arranging data -- Measures of central tendency -- Measures of variation and skewness -- Probability theory -- Statistical decision theory -- Linear programming and problem formulation -- Sampling theory -- Hypothesis testing -- The chi-square tests -- Business forecasting -- Correlation analysis -- Regression analysis -- Time series analysis -- Research methodology

Purpose: Given the importance of valuations in business rescue and the vague guidance provided by the Companies Act 71 of 2008, the study analyses valuation-related disclosure in published business rescue plans (PPs) in South Africa (SA). The main objective of the paper, in addition to being exploratory of actual practices, was to highlight a need for improvements in the Companies Act legislation to support more consistent practices. Design: A quantitative content analysis was done of 55 PPs between 2013 and 2018, using descriptive content analysis and inferential statistical techniques. Findings: Primarily, the list of material assets were disclosed at accounting book values in PPs, and liquidation values were mostly independently determined. PPs described various risks relating to the implementation of the PP; however, the PPs mostly lacked calculations of how the risk will affect the business rescue value. On average, the business rescue value exceeded the liquidation value with 36.4 cents for concurrent creditors compared to 33.7 and 21.2 cents for preferent and secured creditors, respectively. Notably, when the PP included a sale of the business, offers received were, on average, 2.5 times the liquidation value and represented 57% of the book value of the company's assets at the time. Practical implications: The study suggests improvements to the Companies Act to support more consistent valuation-related disclosure in PPs in SA, in particular, the disclosure of the valuation basis used, the average business rescue premium and offers relative to asset values. Such disclosure would provide evidence to investors on the sound potential of investing in a financially distressed company in SA but, at the same time, set realistic sale expectations for both creditors, BRPs and shareholders. Originality: In view of limited empirical evidence on business rescue prices, the article presents the results of original research in this field.

ABSTRACTQuantitative methods courses play an increasingly significant role in the programs of Schools of Business. However, maximum utilization of the concepts can occur only when these quantitative techniques have been integrated into the various functional areas via a faculty knowledgeable with such techniques and their applications. Lacking sufficient stimuli, this integrative process is observed to be one of an evolutionary nature. This article presents a strategy for stimulation of this process.

PurposeCurrent research suggests culture as a driving force of successful digital innovation (DI) that may not only built an organization's capability to digitally innovate but also reduce impeding factors within the organization. Only few empirical accounts support this hypothesis so far. Details of how culture supports DI are yet under-researched. This article aims to investigate the relationship between culture, organizational DI capabilities and DI barriers.Design/methodology/approachThe authors address this issue by using survey data from German municipalities (n = 668), build a structural equation model (SEM) and analyze data using partial least squares SEM.FindingsResults indicate that the business process management (BPM) culture dimensions continuous improvement and process innovation support DI capabilities. Barriers exist that partially mediate the impact of culture on capabilities.Originality/valueThe results of this study show that BPM culture is not a uniform construct and that its dimensions have both positive and negative impact on the building of organizational digitalization capabilities.