PENERAPAN TEORI KONTIGENSI DALAM PENGAMBILAN KEPUTUSAN MANAJERIAL: ANALISIS PERBANDINGAN DI BERBAGAI KONTEKS ORGANISASI
DOI:
10.54443/sibatik.v4i12.3703Published:
2025-11-25Downloads
Abstract
This study explores the application of Contingency Theory in managerial decision-making across various organizational contexts. Contingency Theory posits that there is no universal method for decision-making, and organizational structures and decisions should be aligned with the specific internal and external factors they face. This paper reviews the theory's influence on leadership, organizational structure, and managerial practices, with a focus on flexibility and adaptation to dynamic environments such as market uncertainty, technology, and regulatory changes. The study uses a systematic literature review (SLR) methodology to analyze key articles and seminal works by scholars like Fiedler and Donaldson, offering insights into the practical applications of Contingency Theory in sectors like healthcare, digital transformation, and project management. Findings highlight the importance of adaptive leadership and the need for organizations to modify their strategies based on contextual factors, particularly in the face of external disruptions. However, the paper also critiques the theory’s lack of specificity in addressing internal organizational factors and its challenges in practical application. The results underscore the need for further research into how organizations can integrate both internal dynamics and external contingencies for more effective decision-making. This review contributes to a better understanding of how Contingency Theory can guide managerial practices in unpredictable and rapidly changing environments.
Keywords:
Contingency Contingency Theory OrganizationReferences
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Copyright (c) 2025 Wanda Novita, David Roza, Nanang Suryadi
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