Impact of decision-making styles in project implementation processes on firm performance

In this research, whether business performance is affected by the decision-making styles of project managers in the sub-processes within the project life cycle and, if there is an effect, the magnitude and direction of this effect are examined. It is aimed to determine appropriate decision-making styles in order to achieve success in projects and ensure good performance of businesses in line with the effects that will arise. The effects of rational, dependent, intuitive, avoidant and spontaneous decision-making styles, which are sub-variables of decision-making styles for each of the project implementation processes (PIP) of top management support, project planning, project employees, project monitoring and feedback, project communication and project troubleshooting, on the financial and growth performance of businesses has been examined. The scales of the variables that make up the research model were taken and integrated from existing scales. 404 pieces of data were collected with the survey. According to the collected data, the accuracy and consistency of the scales were analyzed with SmartPLS 4 statistical software. Following this, Smart PLS 4 software was used to create a structural equation model and calculate the relationships between variables in detail through linear factor analysis. As a result of the analysis, a strong and positive relationship was determined between project communication and firm performance. Hypotheses regarding the mediating effects of decision-making styles on business performance in PIP were partially supported.