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Purpose: The purpose of the chapter is to determine the connection between organizational culture and specifics of the process of decision making in modern business systems and to determine the directions of managing the organizational culture depending on the set criteria of decision making.

Methodology: A proprietary classification of the types of organizational culture of modern business systems according to the criterion of employees' involvement into decision making is offered. This classification uses two dimensions of employees' involvement into decision making for classification of the types of organizational culture of modern business systems. First dimension: interest of business manager in involvement of employees into the process of decision making. Second dimension: employees' inclination for participation in the process of making of managerial decisions. The factors that influence these dimensions are determined.

Conclusions: Connection between organizational culture and specifics of decision making in modern business systems according to the criterion of employees' involvement in decision making is determined. The minimal level of involvement envisages independent decision making by business manager without participation of employees. In this case, a lot of problems of the business system remain unsolved and possibilities remain unused. Resource intensity of decision making is the highest, and their practical implementation is complicated by employees' dissatisfaction, but this process is conducted very quickly. The medium level of involvement envisages either collective discussion, but decision making by business manager, or collection of feedback by business manager with low interest in it from employees. In this case, resource intensity of decision making is lower, and decisions could be made and implemented faster. The highest level of involvement is connected to collective decision making by employees and business manager. This allows determining problems and using possibilities of the business system with minimal resources. Though the duration of the process of decision making is the highest, solutions are implemented quickly due to employees' support.

Originality/value: The determined specifics show the necessity for considering the influence of the organizational culture on specifics of the process of decision making in modern business systems. It is substantiated that no type of organizational culture of modern business systems according to the criterion of employees' involvement in decision making can provide a guarantee of decisions' optimality. The directions of managing the organizational culture depending on the set criteria (completeness, speed, resource intensity) of decision making are recommended.

Purpose: The purpose of the work is to determine the possibilities and consequences of decision making in modern business systems by the principles of outsource.

Methodology: During studying the perspectives of decision making in modern business systems by the principles of outsource, the method of logical analysis (analysis of causal connections), the method of structural and functional analysis, and the method of formalization are used.

Conclusions: Perspective directions, advantages, and drawbacks of application of outsource for decision making in modern business systems at different stages of this process are determined. Possible variants of decision making in a modern business system by the principles of outsource and their consequences are determined: information and consultation decision support, business system's overcoming a crisis, optimization of certain business processes, and loss of independence of business system and path to its reorganization.

Originality/value: As a result, it is substantiated that outsource is a perspective tool of making of managerial decisions in modern business systems. Various directions of application of this tool are accessible at each stage of the process of making of managerial decisions in a modern business system. The advantages of decision making by the principles of outsource are attraction of additional resources, access to possibilities of automatization, and low expenses, and the drawbacks include the complexity of organization of this process and temporary character of obtained advantages. Too active usage of outsource and transfer of most managerial decisions to it may lead to loss of independence of the business system and increase of the risk of its reorganization. That's why the principles of outsource are recommended for making of certain managerial decisions by business systems in the period of crisis and by newly formed business systems and those that experience deficit of resources.

Purpose: The purpose of the chapter is to determine the regularities and tendencies of decision making in business systems by the example of modern Russia.

Methodology: The method of logical analysis (analysis of causal connections) and the method of dynamic analysis of development of socioeconomic systems are used. These methods are applied with the current statistical and analytical information. The information and analytical basis of the research is the materials of the Federal State Statistics Service for 2018.

Conclusions: The factors of functioning and development of modern business systems, related to development of E-commerce, liberalization of state regulation of business systems, growth of their competition and corporate responsibility, change of technological mode, and crisis are determined. Influence of these factors on managerial decisions is connected to reduction of resource provision of business systems, accessibility of new managerial tools, complication of made decisions (growth of the number of accessible decisions), growth of the number of new technologies of decision making, and increase of the risk component of decisions. Regularities and tendencies of decision making are determined: striving for saving resources during decision making, more active usage of new managerial tools during decision making, striving for acceleration of the process of making of more complicated managerial decisions, more active usage of new technologies during decision making, and striving for minimization of risks of made decisions.

Originality/value: It is substantiated that the determined regularities and tendencies of decision making lead to increase of contradiction during making of managerial decisions in modern business systems, connected to growth of complexity of this process and simultaneous reduction of resources and time that are accessible to business managers. In order to solve this contradiction, it is necessary to implement cardinal changes into the process of making of managerial decisions in modern business systems, which allow – with minimum managerial cost – determining multiple alternative variants of solutions of the whole specter of current problems of a business system and comparing them as to mutually excluding criteria, thus making complex decisions.

Purpose: The purpose of the work is to study the characteristics of leadership and to determine its value in the process of decision making in modern business systems, as well as to determine the possibilities of increasing the effectiveness of this process through changing the characteristics of leadership.

Methodology: Target study of the influence of leadership on the process of decision making in modern business systems on the basis of the methodology of the systemic approach is performed, and two additional characteristics of leadership are determined, apart from management style, in the aspect of making of managerial decisions: contradiction of leaders in business system and authority of a formal leader (business manager) in business system and his competence as to involvement of employees into the process of making of managerial decisions, which includes capabilities. Depending on combination of these characteristics, classification of leadership in modern business systems as to criterion of decision making is offered.

Conclusions: It is substantiated that the most preferable type of leadership in a modern business system as to criterion of decision making is highly effective involvement of employees in the process of making of managerial decisions. Capabilities of increasing the effectiveness of the process of making of managerial decisions in a modern system through changing the characteristics of leadership are connected to transition to this type of leadership through overcoming the contradiction of leaders in a business system and increase of competence of the formal leader (business manager) in a business system as to involvement of employees in the process of making of managerial decisions through his training.

Originality/value: It is substantiated that leadership in business system determines only certain characteristics of the process of making of managerial decisions, and no type of leadership can guarantee optimal decisions. With highly effective involvement of employees in the process of making of managerial decisions, the probability of optimal decisions is the highest, so this type of leadership is the most perspective for modern business systems.

The standard terms of time and space lead to logical contradictions near the borderline of physics. Therefore, we suggest a new term for time and space, which enlarges the understanding but takes the actual knowledge of quantum mechanics into account.

The procedure to define a broader and basic term of time and space is based on the relation between the information stored inside a system, the decision which is to be connected with it and the interaction with other systems.

Fundamental to this new understanding is a definition and an explanation of the terms system, decision and information. Based on these three terms we developed a new understanding of time and space. In which case, it involves a specifying and extension of the present understandings. A meaningful point is that these three terms determine each other as they are open terms. Thus, they must be used in the interactive description before and during their own definition.

Produces a new understanding and viewpoint which is enlarged by taking into account the knowledge of quantum mechanics.

Using a decision support system (DSS) delays the decision‐making process and commits the user to the cost of invoking the system. The existing configurations of decision support systems do not guarantee the profitability of the DSS. If the DSS generates messages that the decision maker can anticipate, then the cost and waiting time as a result of invoking the DSS will not be justified. Proposes a decision support system equipped with a knowledge‐based model that tells the decision maker, prior to invoking the DSS, whether or not it is profitable to invoke the DSS; if invoking the DSS is not profitable, then the decision maker will have to base the decision on pure managerial subjective judgement. Uses a numerical example to illustrate the work of the proposed DSS.

Purpose: The purpose of the chapter is to analyze the experience of managerial decisions in modern North American business systems, to develop an American model of decision making in modern business systems, to determine the possibilities of making of optimal decisions according to this model, and to substantiate the perspectives of its improvement.

Methodology: The authors use the methods of systemic, problem, and logical analysis, as well as modeling and formalization.

Conclusions: An American model of decision making in modern business systems is compiled – it is based on divisional organizational structure. This model is contradictory and, like other regional models, has advantages and drawbacks. On the one hand, an important advantage of the American model is making of well-balanced managerial decisions that conform to the interests of all interested parties in the business system (investors, management, employees) and beyond it (consumers, society). This advantage is achieved due to active and systemic marketing, which ensures the fullest consideration of the possibilities of business environment and high adaptability of business systems to its changes. Managers' readiness to take a risk allows them to make nonstandard decisions, thus strengthening the uniqueness and competitive advantages of the business system. On the other hand, high risk component of managerial decisions leads to unsustainable development of business systems in countries of North America and their strong susceptibility to internal and external crises. Another drawback of the American model of decision making in modern business systems is duration of this process due to necessity for consideration of opinions of all interested parties and marketing at all stages.

Originality/value: It is determined that in the conditions of crisis, the American model cannot ensure timely decision making, and this leads to their nonoptimality, which defines the perspectives of improving this model.

The purpose of the chapter is to study the possibilities of systemic intellectual support for managerial decisions in modern business systems and perspectives of authomatization of this process on the basis of intellectual technologies.

The methodology of the chapter includes the methods of systemic and problem analysis, analysis of causal connections, modeling, and formalization.

Advantages of usage of technologies of intellectual support for decisions in modern business systems are substantiated; they are connected to multitask character, full determination of possibilities and problems of the business system regardless of employees’ involvement in this process, and “scale effect” during making of managerial decisions. Also, drawbacks of intellectual support for decision-making in modern business systems are determined: incompleteness of authomatization of the process of making of managerial decision, foundation primarily on digital data, necessity for complex digitization of the business system, and the problem of security of digital data and intellectual technologies.

Large opportunities of systemic intellectual support for managerial decisions in modern business systems and wide perspectives of almost full authomatization of this process on the basis of intellectual technologies, accessible at all stages of the process of decision-making, are determined. For this, an algorithm of complex intellectual support for decisions in a modern business system is offered. The obtained results allow determining intellectual technologies of support for managerial decisions in modern business systems as a perspective direction of improving this process.

The purpose of the research is to develop a universal mechanism of highly effective decision-making in modern business systems in any business environment.

The methods of logical analysis, modeling of managerial processes, and formalization are used.

A universal mechanism of highly effective decision-making in modern business systems is developed – it could be applied in any business environment and any business system. The mechanism is based on the interactive algorithm of decision-making in modern business systems that allows adapting the process of decision-making to the current situation in the business system and the business environment in view of the changing complexity of problems and criteria of optimality of managerial decisions. The tools of implementing the mechanism are outsource, mediation, and intellectual support for managerial decisions. These tools are used as an addition to traditional tools – organizational structure, organizational culture, and leadership. The result of implementing the developed mechanism is high probability of making of optimal managerial decisions and supporting sustainability and stability of the business system.

The developed mechanism of highly effective decision-making in modern business systems allows selecting the best model of decision-making depending on current needs and possibilities of the business system instead of following one selected model in all situations. That is, the key advantage of this mechanism is its interactive character, which ensures high flexibility of the process of making of managerial decisions together with sustainability of the business system.

The purpose of the research is to determine the signs of nonoptimality of managerial decisions that are made by Russian business systems and to determine the barriers on the path of making of optimal decisions in business systems by the example of modern Russia and perspectives of overcoming them.

The information and empirical basis of the research consists of statistical materials of the World Economic Forum, RIA Rating and Samuel Centre for Social Connectedness for 2018, according to which signs of nonoptimality of managerial decisions of Russian business systems, which are observed at the macro-level, are determined. During the research, the method of systemic, problem, and logical analysis (analysis of causal connections) and the method of formalization are used.

It is determined that drawbacks of the process of making of managerial decisions in modern Russian model of this process, connected to the functional organizational structure, low marketing activity, and underdevelopment of internal business communications, create barriers on the path of making of optimal decisions: high expenditures for making of managerial decisions, duration of the process of making of managerial decisions, high complexity of choice of alternative decisions, and incomplete accounting of possibilities and problems during decision-making.

Perspectives of overcoming the determined barriers are connected to the usage of outsource during the making of managerial decisions, refusal from functional organizational structure of managerial staff, usage of means of authomatization of making of managerial decisions, and development of systemic feedback and marketing. According to the studied practical experience of the largest and well-known Russian business systems – Rosneft, Lukoil, Gazprom, and Sberbank – these perspectives (2018) are not implemented in Russia.