DECISION-MAKING MODELS IN HIGH-STAKES CORPORATE ENVIRONMENTS

Abstract

Decision-making in high-stakes corporate environments is a critical process that significantly impacts organizational outcomes. These settings are characterized by complex dynamics, including high levels of uncertainty, limited resources, and intense competitive pressures. This paper explores various decision-making models applicable to such environments, emphasizing their relevance, applications, and limitations. The models examined include the Rational Decision-Making Model, which focuses on logical and structured analysis; the Bounded Rationality Model, which acknowledges cognitive limitations; and the Intuitive Decision-Making Model, which leverages experience and gut instincts in time-sensitive situations. The analysis also considers emerging approaches, such as data-driven decision-making and hybrid models, which integrate analytical and intuitive elements to address multifaceted challenges. By exploring case studies and real-world scenarios, this study provides a nuanced understanding of how leaders navigate high-pressure situations to achieve strategic goals. The findings highlight the importance of aligning decision-making models with organizational culture, industry context, and specific challenges to enhance resilience and adaptability. This research contributes to a deeper understanding of decision-making dynamics and offers practical insights for executives and managers seeking to optimize outcomes in high-stakes environments.