This study examines the effect of strategic decision-making context on organizational performance in culturally diverse occupational settings of Bindura Nickel Mine (BNC). The research also highlight some literature by previous authors on strategic decision-making and organizational performance. A case study was used as the main research methodology with a questionnaire containing structured questions as the research instrument. This study used a descriptive research design. The study sampled 162 employees of BNC from sampling frame of 277 and the response rate was 152 (93.8%). Stratified random sampling procedure was used to group employees in terms of their work positions and convenient sampling for the selection of individual respondents in the sample for this study. Data collection procedure was done through use of drop-and-pick strategy. Data was processed using SPSS version 20. The study was limited to BNC, Bindura district, Mashonaland Central Province in Zimbabwe. The results of this study established that Leader psychological path and Follower psychological pathhad a significant direct effect on organizational performance, while Legislative context, Economic Context and Firm resources and had some weak association. The relationship is significant and theoretically justified. In brief, the results indicate that strategic decision-makingcontext is the predictor of organizational performance. The study, therefore, recommends the adoption of the need for training, mentoring, coaching to empower employees on strategic decision issues. Finally, recommends further research on the impact of strategic influence and strategic talent developmenton organizational performance.