**Author details**

Based on the analysis of the theoretical basis and research results, we can include the main aspects influencing and forming process of strategic decision making by managers of small

Although the global economic crisis sharply hits small corporations, just these react so sen‐ sitively to the economic recession and on the other hand are much more adept in an effort to rescue as larger enterprises. Small corporations cannot afford crews and teams of specialists who would dedicate exclusively to the issue of decision making at the strategic level and apply its principles and procedures. However, they can improve their implemented process of decision making and turn their "shortcomings" over the process running at large enter‐ prises for the occasion. Great competitive advantage, which is given in the research, is the proximity to the customers who can systematically and through supporting implements of decision making use the opportunity to improve the process. The challenge for the improve‐ ment may be a significant influence of personality traits manager in approving decision mak‐ ing. Purposeful development of managerial skills using a variety of tests and procedures, to regain consciousness of the existence of certain tendencies and preferences, you can better manage the economical psychological tendencies and detect errors before they affect the final decision. By greater focus on the internal resources, particularly for people to encourage their creativity and entrepreneurial spirit it is possible to improve the quality and effectiveness of

**decisions** 

Managers take a decision in accordance with the values and ethical principles

**ethical** 

**rocess of strategic decision-**

**Passive and nonsystematic decisions**

**Cognitive decisionmaking** 

Managers take a decision in accordance with the skills and knowledge

**Scheme 1.** Aspects of the strategic decision making in small corporations. Source: own processing.

**The p asd**

Systemac, random, passive search and processing of informaon for decisions mainly from the external environment

> **Decisionmaking b**

Managers receive a sasfactory decision

**on the principle of satisfaction** 

**decisions Values and** 

**Emotional and spontaneous** 

**Decisionmaking based on experience** 

Managers take a decision based on previous experience

Managers take a decision by feelings and emoons

firms, shown in **Scheme 1**.

102 Corporate Governance and Strategic Decision Making

the entire process of strategic decision making.

Nadežda Jankelová

Address all correspondence to: nadezda.jankelova@euba.sk

Department of Management, Faculty of Business Management, University of Economics in Bratislava, Slovak Republic
