The objective of this research was to analyze the relationship between decision criteria, the quality of organizational decision-making and managerial innovativeness in the environment of a higher education institution. The literature has pointed out that the more the management has the ability to interpret the risks inherent in the organizational context in a more rational, intuitive way and that envisions a certain degree of expectation that the decision-making will be the most correct, the better the solution for the problems that satisfied them. This is because, in a faster and innovative way, they reorganize their resources through the adoption of new management processes in complex environments. Thus, the discussion of this work is centered on this type of environment, the locus being a Federal Institutions of Higher Education, in which managers are involved in decision-making, with the aim of obtaining the best and greatest organizational effectiveness from their individual choices and its consequences on the collective organization. Through the application of a structured questionnaire, directed to the managers of a public institution of higher education, 159 requests were answered, after deleting data outliers. The result of the processes revealed that there is influence between the constructs thought and the managerial innovation proxy, triggering a better performance in terms of operations, as well as the creation of a more proactive and innovative operational environment. It is also observed, in the model presented, that in the organizational environment, innovative actions tend to grow proportionally to the increase in the levels of decision criteria adopted in accordance with the quality of integrated decision-making. With a relevant and original approach, the research contributes to scientific and academic knowledge by investigating the interaction of two constructs in a performance proxy based on decision theory, which points to the behavior of managers, with the aim of developing managerial innovation, facing an environment in constant transformations, allowing them to optimize their praxis in the organizational routine. In the social sphere, it contributes to improvements in the entity’s internal activities, by considering the best choices in terms of decision-making, starting to create more innovative actions and thus optimizing public policies, programs and services provided to the community. Finally, it contributes in managerial terms, as it shows that greater administrative efficiency and follow-up of actions are stimulated by managerial innovations when mediated by the quality of decision-making.
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