Abstract International expansion represents one of the most uncertainty-intensive contexts in contemporary business management. Managers and executives responsible for expansion decisions must operate under conditions characterized by incomplete information, volatile market dynamics, institutional diversity, and ambiguous signals. In such environments, traditional rational decision-making models often fail to capture the realities faced by decision-makers, who must rely on judgment, experience, and adaptive reasoning to guide strategic choices. This paper examines managerial decision-making under uncertainty from a business management perspective, with a specific focus on international expansion initiatives. It argues that uncertainty is not merely an external constraint but a defining condition that reshapes how managers interpret information, evaluate alternatives, and commit organizational resources. The study distinguishes between risk and true uncertainty and explores how managerial perception, cognitive limitations, and organizational context influence decision outcomes. The paper analyzes decision-making challenges across strategic and operational levels, highlighting how expansion-related decisions involve trade-offs between flexibility and commitment, speed and caution, and global consistency and local responsiveness. Leadership and governance are examined as critical mechanisms that support managerial judgment and organizational alignment under uncertainty. Building on these insights, the paper proposes a managerial decision-making framework designed to support adaptive and coherent decision-making during international expansion. The framework integrates strategic intent, operational feasibility, and leadership communication, offering both theoretical and practical contributions to business management literature. The findings provide actionable guidance for managers navigating uncertainty in global expansion processes and advance understanding of decision-making as a core managerial capability.