Behavioral context of forming the economic policy of a modern enterprise

Abstract

The article is devoted to examining the application of behavioral approaches and the tools of behavioral economics to the design of economic policy and the implementation of its individual stages. The behavioral context of forming the economic policy of a modern enterprise is explored in the conditions of rapid technological change, economic instability, and high uncertainty. The study substantiates the need to combine classical rational approaches with the principles of behavioral economics, which account for the influence of cognitive biases, emotional factors, and social stimuli on the managerial decision-making process. Key behavioral mechanisms that determine the reactions of employees and managers in crisis situations, as well as their impact on the effectiveness of the enterprise’s economic policy, are analyzed.
Particular attention is paid to the possibilities of integrating behavioral tools into strategic planning, crisis management, and managerial personnel assessment systems. Modern methodologies for testing managerial competencies (including Watson-Glaser, Hogan, and Caliper Profile) are examined, and their role in forming an objective picture of managerial suitability is defined. An approach to building economic policy that incorporates behavioral aspects at all stages—from identifying needs to evaluating outcomes—is proposed, contributing to enhanced adaptability and effectiveness of managerial decisions.
The results of the study demonstrate that combining economic rationality with behavioral approaches forms a new management paradigm in which consideration of the human factor helps minimize cognitive errors, optimize the change process, and ensure enterprise resilience under modern challenges.