MANAGERIAL DECISION-MAKING IN DIGITALLY MEDIATED ORGANIZATIONS: AN INTEGRATIVE SOCIO-PSYCHOLOGICAL FRAMEWORK

Abstrak

Digital transformation changes not only the technological infrastructure of management but also the psychological architecture of managerial decision-making. This theoretical thesis develops an integrative framework for understanding how leaders process digitally generated information, coordinate social verification, and preserve value-based responsibility when decisions are increasingly supported by algorithms and artificial intelligence. Building on an integrative theoretical synthesis, three interdependent mechanisms are distinguished: cognitive calibration and reflective control; socio-psychological verification based on psychological safety, communicative trust, and professional voice; and value-based regulation involving fairness, transparency, accountability, and preservation of human agency. The central proposition is that more data do not automatically reduce uncertainty. Digital environments may create interpretive uncertainty when leaders must decide which signals deserve priority, how much confidence to place in algorithmic recommendations, and how to evaluate human and institutional consequences. A five-stage decision cycle is proposed, moving from digital signal diagnosis to cognitive verification, social validation, value-and-legitimacy appraisal, and responsible implementation with feedback. The framework is intended as a conceptual basis for leadership development and future empirical research on human–AI supported managerial decision-making