EQUITY IN THE DECISION-MAKING PROCESS: A MANAGERIAL APPROACH BETWEEN DIPLOMACY AND NEGOTIATION

This article examines the principle of fairness in managerial decision-making, focusing on balancing organizational diplomacy and strategic negotiation. The aim of the research is to identify how fairness influences managerial decisions and to analyze its relationship with diplomatic and negotiating practices in contemporary organizations. Through a solid theoretical foundation, the paper explores relevant conceptual models, discussing correlations between fairness, participatory leadership, and ethical governance. Methodologically, the research employs a mixed-method design, combining qualitative and quantitative approaches to capture the complexity of organizational and decision-making interactions. Data were collected from various organizations, analyzing the perceptions of managers and employees regarding decisional fairness and the diplomatic or negotiating mechanisms involved. The results indicate that fairness plays an essential role in the perceived legitimacy of decisions and organizational climate stability, emphasizing the importance of participatory leadership. The study reveals that organizational diplomacy combined with transparent and fair strategic negotiation significantly contributes to improving organizational performance and fostering an ethical climate. In conclusion, the study provides practical managerial recommendations and suggests directions for organizational policies and future research, thereby contributing to academic literature by coherently integrating fairness, diplomacy, and negotiation within the modern managerial context.