International expansion represents one of the most uncertainty-intensive contexts in contemporary
business management. Managers and executives responsible for expansion decisions must operate under
conditions characterized by incomplete information, volatile market dynamics, institutional diversity, and
ambiguous signals. In such environments, traditional rational decision-making models often fail to capture
the realities faced by decision-makers, who must rely on judgment, experience, and adaptive reasoning to
guide strategic choices. This paper examines managerial decision-making under uncertainty from a
business management perspective, with a specific focus on international expansion initiatives. It argues
that uncertainty is not merely an external constraint but a defining condition that reshapes how managers
interpret information, evaluate alternatives, and commit organizational resources. The study distinguishes
between risk and true uncertainty and explores how managerial perception, cognitive limitations, and
organizational context influence decision outcomes. The paper analyzes decision-making challenges
across strategic and operational levels, highlighting how expansion-related decisions involve trade-offs
between flexibility and commitment, speed and caution, and global consistency and local responsiveness.
Leadership and governance are examined as critical mechanisms that support managerial judgment and
organizational alignment under uncertainty. Building on these insights, the paper proposes a managerial
decision-making framework designed to support adaptive and coherent decision-making during
international expansion. The framework integrates strategic intent, operational feasibility, and leadership
communication, offering both theoretical and practical contributions to business management literature.
The findings provide actionable guidance for managers navigating uncertainty in global expansion
processes and advance understanding of decision-making as a core managerial capability.