Characteristics of organisational structure and management decision-making systems in large shopping centres

Abstract

The study aimed to identify the characteristics of the organisational structure and the management decisionmaking system in large shopping and entertainment centres in Ukraine under a war economy. The methodology combined a structural-functional analysis of management models, an analysis of the distribution of powers between the strategic and operational levels of decision-making, and a comparative case study of the Gulliver, Lavina Mall and Nikolsky centres in 2022-2025. The study determined that Gulliver, with a total area of 158,000 m2 and a lettable area of 108,000 m2 , operates under a hybrid organisational structure characterised by the strategic centralisation of financial control and the delegation of operations to an external manager, which provides for a guaranteed monthly payment of UAH 17,387,779.06 and the transfer of 70% of revenue. Lavina Mall, with a total area of 170,300 m2 and a lettable area of 127,000 m2 , operates under a centralised group structure with managerial autonomy; in 2024, revenue stood at UAH 1.8 billion, occupancy exceeded 99%, and turnover in 2025 increased by 17%. Nikolsky, with a total area of 106,000 m2 and a lettable area of 53,000 m2 , operates under a functional organisational structure with centralised strategic management and operational authority concentrated within the internal management team; following losses of approximately USD 18 million in 2022, the centre restored footfall to 85% and turnover to 90% thanks to a redistribution of management responsibilities and enhanced coordination between departments. The study recommends the implementation of a multi-level organisational structure with a clear distinction between strategic and operational powers, the formalisation of the roles and responsibilities of those involved in the decision-making process, the breakdown of integrated performance indicators to the level of departments and positions, and the combination of management adaptability with operational resilience. Practical significance of the study is determined by the possibility for owners and management of retail and leisure centres to use the proposed model to optimise the distribution of powers and enhance the stability of management.