STRATEGIC DECISION-MAKING IN MODERN ORGANIZATIONS: PSYCHOLOGICAL, MANAGERIAL AND ENVIRONMENTAL DETERMINANTS

Abstract

This thesis examines strategic decision-making in modern organizations as a multidimensional process shaped by psychological dispositions, managerial structures, and environmental uncertainty. The paper argues that effective strategic decisions emerge not only from formal analytical techniques but also from leaders’ cognitive styles, organizational culture, information-processing routines, and the volatility of external conditions. Drawing on classical and contemporary management theory, the study synthesizes approaches associated with bounded rationality, evidence-based management, systems thinking, and adaptive leadership. Special attention is given to the relationship between decision quality and such factors as risk perception, time pressure, group dynamics, and institutional learning. The analysis demonstrates that strategic decision-making should be understood as a continuous interpretive and evaluative practice rather than a single isolated choice. The paper concludes that organizations can improve decision effectiveness by integrating psychological insight, collective expertise, and flexible governance mechanisms into strategic management systems.