'decision-making environments' is correct and usable in written English.
The phrase can be used in both business and academic writing when discussing the different context or settings in which decisions are made. For example, "Organizations must be aware of the changing landscape of decision-making environments in order to make informed decisions."
Many multiple-criteria decision-making (MCDM) methods have been proposed for decision-making environments.
Organizations today face complex decision-making environments in which multiple perspectives must be considered.
This development was mainly driven by increased data resources, improved usability of multiple spatial datasets, and tools for their processing, as well as an increased acceptance of models in local collaborative decision-making environments (Klosterman, 1999; Sui, 1998; Wegener, 1994).
Increasing attention has been paid to parametric methods in recent years, partially because of its simple algorithmic logic and its flexibility of being used in different user-preference decision-making environments.
Additionally, to facilitate portability of the proposed method, especially in multi-disciplinary decision-making environments, we implement the algorithm in an Excel spreadsheet and validate its effectiveness through a case study.
To improve our insight into such highly complex decision-making environments and to better understand the decision factors, we found it useful to organize the assessment into a framework structured around the five silvicultural principles listed above (partial harvest, natural regeneration, small-scale variability in stand structures, mixed species, avoidance of intensive operations).
We consider a decentralized decision-making environment in which a firm and its subcontractor make decisions on subcontracting heterogeneous orders for processing with private information.
Private landholder-NGO partnerships potentially have the ability to make decisions at local scales because they operate in a decision-making environment that is relatively free from the inertia of bureaucracy.
"The supermarket is just such a tricky decision-making environment.
It covers eight key areas – education, health, violence, population and families, work, power and decision-making, environment and poverty.
"With the weak rule of law and in the unclear decision-making environment, Russians have a clear advantage".
