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Journal articles on the topic 'Decision making tools'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 June 2025

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1

Barksdale, Cheryl, and Anne D. Smith. "Decisions, Decisions . . . Resources and Tools for Complex Decision Making." Journal of Management Education 38, no. 6 (2014): 894–98. http://dx.doi.org/10.1177/1052562914545226.

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2

S.PUSHPARANI, S. PUSHPARANI, and Dr S. SENTHAMILKUMAR Dr.S.SENTHAMILKUMAR. "Selection of Contractor Using Multi-Criteria Decision Making Tools." Indian Journal of Applied Research 4, no. 4 (2011): 139–42. http://dx.doi.org/10.15373/2249555x/apr2014/259.

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3

D'Andrea, Guy. "Tools for effective decision making." Case Manager 17, no. 1 (2006): 43–59. http://dx.doi.org/10.1016/j.casemgr.2005.09.004.

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4

Ziętek, Agnieszka. "Publiczne zarządzanie partycypacyjne. O narzędziach włączania obywateli w procesy decyzyjne." Studia Politologiczne, no. 2/2022(64) (June 15, 2022): 44–65. http://dx.doi.org/10.33896/spolit.2022.64.3.

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This article aim is to address the question of whether the assumptions of participatory public management can be implemented through the use of available methods and tools of citizen participation, and in relation to specific stages of the decision-making process. It is hypothesized that despite the attractive aspects of strengthening public involvement in decision-making processes, the practical implementation of participatory governance in decision-making processes is limited due to a lack of sufficient resources and tools. Participatory budgets, which are quite popular, and citizen panels, which are just starting, can be considered examples of successful projects to some extent. Decision making can be carried out through both tools, such as entry (situation assessment) and conversion (decision making). On the other hand, there is concern about the possibility that the techniques and tools discussed for civic participation can be used to carry out the third and final phase of the decision-making process, i.e., implementing the decision made.

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5

Kenney, Renee Deehan. "Decision-Making Tools in Rheumatoid Arthritis." Clinical OMICs 2, no. 9 (2015): 21–22. http://dx.doi.org/10.1089/clinomi.02.09.08.

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6

Yorkston, Kathryn M., and David R. Beukelman. "Dysarthria: Tools for Clinical Decision-Making." ASHA Leader 9, no. 9 (2004): 4–21. http://dx.doi.org/10.1044/leader.ftr2.09092004.4.

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7

Martínez, Luis, Da Ruan, Francisco Herrera, Enrique Herrera-Viedma, and P. P. Wang. "Linguistic decision making: Tools and applications." Information Sciences 179, no. 14 (2009): 2297–98. http://dx.doi.org/10.1016/j.ins.2008.12.017.

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8

Vriens, Dirk, and Jan Achterbergh. "Tools for Supporting Responsible Decision-Making?" Systems Research and Behavioral Science 32, no. 3 (2013): 312–29. http://dx.doi.org/10.1002/sres.2246.

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9

Mohamad Taib, Husna, and Norhayati Rafida Abdul Rahim. "WAZUP! COMMUNICATION TOOLS IN ORGANIZATIONAL DECISION-MAKING." Perspektif Komunikasi: Jurnal Ilmu Komunikasi Politik dan Komunikasi Bisnis 7, no. 1 (2023): 103. http://dx.doi.org/10.24853/pk.7.1.103-114.

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The WhatsApp application has become the latest trend as a communication tool used in organizations to interact with each other. Most of its use is to convey official or personal information and get immediate feedback. Employees can send information and attach text, images, videos, and audio files. Additionally, users can form specific groups through the WhatsApp application. However, it is unclear to what extent WhatsApp is used as a communication tool that supports decision-making in organizations. This study aims to identify the extent to which WhatsApp is used in the organization and employees' perspectives as an internal organizational communication tool supporting employee decision-making. A quantitative survey method was used to distribute this study through email to executives and non-executives from the selected organization, namely the Malaysian Communications and Multimedia Commission (SKMM), a regulatory body organization under the Ministry of Communications and Digital. Based on the findings of the study, WhatsApp is widely used by SKMM staff to share information, manage daily work routines, and make quick and effective decisions. This WhatsApp is considered an alternative that can be used as a communication tool that supports quick decision-making by the staff in the organization. Most of them agree and gain satisfaction from its use, especially when an immediate decision is needed. The study also shows that all MCMC employees need WhatsApp communication during working hours.

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10

Mashego, Maite Sara. "Lone ranger decision making versus consensus decision making: Descriptive analysis." Journal of Governance and Regulation 4, no. 4 (2015): 548–52. http://dx.doi.org/10.22495/jgr_v4_i4_c4_p12.

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Consensus decision making, concerns group members make decisions together with the requirement of reaching a consensus that is all members abiding by the decision outcome. Lone ranging worked for sometime in a autocratic environment. Researchers are now pointing to consensus decision-making in organizations bringing dividend to many organizations. This article used a descriptive analysis to compare the goodness of consensus decision making and making lone ranging decision management. This article explored the models, roles, tools and methods of consensus decision making. The results were that consensus decision making brings people together and cements the relationship among employees. The lone ranger’s decision is only consented to by staff but inwardly disagreeable resulting in short term benefits but long term collapse of organizations.

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11

Okpara, Henry, and Asuquo Ene. "Decision-making using laboratory results in chemical pathology and metabolic medicine: A review of decision-making parameters." Cross River Journal of Medicine 1, no. 1 (2017): 1. http://dx.doi.org/10.5455/crjmed.143533.

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Background/Objective: Laboratory tests are generally used for the purposes of screening, diagnosis and management of diseases. Laboratory test results are useful for making decisions in clinical practice. This is effected by the application of the various decision-making tools. Method: Salient articles bordering on decision-making using laboratory results in clinical biochemistry/chemical pathology were searched for using Google search engine. Relevant local and international journals were reviewed. Result: Decision-making using laboratory results involve the application of the following tools: reference intervals, critical values, diagnostic cut-off values, therapeutic window limits, diagnostic criteria, algorithms and clinical practice guidelines. Conclusion: The use of the decision-making tools singly or in combination aids the processes of disease diagnosis and management

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12

Mackie, S. I., S. H. Begg, C. Smith, and M. B. Welsh. "DECISION TYPE—A KEY TO REALISING THE POTENTIAL OF DECISION MAKING UNDER UNCERTAINTY." APPEA Journal 47, no. 1 (2007): 309. http://dx.doi.org/10.1071/aj06022.

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Business underperformance in the upstream oil and gas industry, and the failure of many decisions to return expected results, has led to a growing interest over the past few years in understanding the impacts of decisionmaking tools and processes and their relationship to decision outcomes. A primary observation is that different decision types require different decision-making approaches to achieve optimal outcomes.Optimal decision making relies on understanding the types of decisions being made and tailoring the type of decision with the appropriate tools and processes. Yet the industry lacks both a definition of decision types and any guidelines as to what tools and processes should be used for what decisions types. We argue that maximising the chances of a good outcome in real-world decisions requires the implementation of such tailoring.

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13

Stenmark, Cheryl, Katherine Riley, and Crystal Kreitler. "Ethical decision-making interrupted: Can cognitive tools improve decision-making following an interruption?" Ethics & Behavior 30, no. 8 (2019): 557–80. http://dx.doi.org/10.1080/10508422.2019.1683012.

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14

Hashem, Abd`Elazez. "THE EFFECT OF STRATEGIC DECISION MAKING TOOLS ON RATIONALITY OF DECISION MAKING PROCESS." International Journal of Business Strategy 18, no. 1 (2018): 11–28. http://dx.doi.org/10.18374/ijbs-18-1.2.

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15

Suphattanakul, Onuma. "Public Participation in Decision-making Processes: Concepts and Tools." Journal of Business and Social Review in Emerging Economies 4, no. 2 (2018): 221–30. http://dx.doi.org/10.26710/jbsee.v4i2.213.

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Public participation is the tool of the government to gather citizens or customers’ information in order to increase performance and respond their needs and expectations. Public participation in decision-making processes enhances citizen’s income, security, and self-esteem. This paper identifies the concepts and levels of public participation in decision-making processes. In addition, this paper presents participation tools used by government to facilitate citizen involvement. Thus, increasing public participation in government decision-making has become a large component for government administration especially in early stage before major decisions are made.

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16

Bowles, Kathryn H. "Sharpen Decision-Making With Computerized Support Tools." CIN: Computers, Informatics, Nursing 23, no. 1 (2005): 52–54. http://dx.doi.org/10.1097/00024665-200501000-00011.

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17

Torra, Vicenç, and Yasuo Narukawa. "Foreword: Tools for Decision Making under Vagueness." International Journal of Uncertainty, Fuzziness and Knowledge-Based Systems 27, Supp01 (2019): v—vi. http://dx.doi.org/10.1142/s021848851902001x.

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18

Tsang, Albert H. C. "Condition‐based maintenance: tools and decision making." Journal of Quality in Maintenance Engineering 1, no. 3 (1995): 3–17. http://dx.doi.org/10.1108/13552519510096350.

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19

Spencer, Neil H., Margaret Lay, and Lindsey Kevan de Lopez. "Normal enough? Tools to aid decision making." International Journal of Social Research Methodology 20, no. 2 (2016): 167–79. http://dx.doi.org/10.1080/13645579.2016.1155379.

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20

Mancherjee, Kevin, and Angela C. Sodan. "Can computer tools support ethical decision making?" ACM SIGCAS Computers and Society 34, no. 2 (2004): 1. http://dx.doi.org/10.1145/1052791.1052792.

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21

Girotti, Ray. "Information overload? Tools for tactical decision making." In Practice 29, no. 6 (2007): 364–66. http://dx.doi.org/10.1136/inpract.29.6.364.

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22

Fujita, Hamido, and Enrique Herrera-Viedma. "Guest Editorial: Intelligent Decision Making Support Tools." Knowledge-Based Systems 58 (March 2014): 1–2. http://dx.doi.org/10.1016/j.knosys.2013.11.013.

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23

Antunes, Pedro, Gustavo Zurita, Nelson Baloian, and Claudio Sapateiro. "Integrating Decision-Making Support in Geocollaboration Tools." Group Decision and Negotiation 23, no. 2 (2013): 211–33. http://dx.doi.org/10.1007/s10726-013-9355-5.

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24

Hilmi, Nathalie, Alain Safa, U. Rashid Sumalia, and Mine Cinar. "Coral reefs management and decision making tools." Ocean & Coastal Management 146 (September 2017): 60–66. http://dx.doi.org/10.1016/j.ocecoaman.2017.06.006.

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25

Bowles, Kathryn H. "Sharpen decision-making with computerized support tools." Nursing Management (Springhouse) 35 (October 2004): 19–20. http://dx.doi.org/10.1097/00006247-200410005-00008.

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26

Bowles, Kathryn H. "Sharpen decision-making with computerized support tools." JONA: The Journal of Nursing Administration 34, IT Supplement (2004): 19–20. http://dx.doi.org/10.1097/00005110-200410002-00008.

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27

Owens, Douglas K. "Analytic Tools for Public Health Decision Making." Medical Decision Making 22, no. 1_suppl (2002): 3–10. http://dx.doi.org/10.1177/027298902237969.

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28

Lu, Jingyan, and Susanne P. Lajoie. "Supporting medical decision making with argumentation tools." Contemporary Educational Psychology 33, no. 3 (2008): 425–42. http://dx.doi.org/10.1016/j.cedpsych.2008.05.005.

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29

Philippe, Fabrice. "Tools for decision making under imprecise risk." Statistical Papers 43, no. 1 (2002): 95–110. http://dx.doi.org/10.1007/s00362-001-0088-1.

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30

Khaddam, Amineh. "Enhancing strategic decision-making: The role of business intelligence tools and organizational ambidexterity." Problems and Perspectives in Management 22, no. 1 (2024): 716–27. http://dx.doi.org/10.21511/ppm.22(1).2024.56.

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The study aims to investigate the influence of business intelligence on decision-making quality, considering organizational ambidexterity as a moderating factor. The sample included a broad group of professionals from the high-technology segment, surveying 450 respondents; 254 valid responses were obtained from senior executives, supervisors, and analysts. These respondents were selected as they had a clear ability for a deeper dive into strategic goals and international expansion strategies, effectiveness in capacities, and daily financial management improvement. The results showed that with the use of business intelligence tools, organizations were in a better position to provide a higher quality of strategic decision-making (p &amp;lt; 0.01) as it helped in the functioning of new opportunities to identify and capitalize, while keeping an eye on the current capabilities. The study underscores that organizational ambidexterity is one of the most dominant causes (p &amp;lt; 0.01) for the effective realization of the benefits of business intelligence. Thus, for effective decision-making, it is crucial for organizations to synergize business intelligence tools with their ambidextrous capabilities. This underscores the significant role of organizational ambidexterity as a moderator and further demonstrates its importance in optimizing the use of business intelligence to improve strategic decision-making processes.

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31

Ayyub, Bilal M., Peter G. Prassinos, and John Etherton. "Risk-informed Decision Making." Mechanical Engineering 132, no. 01 (2010): 28–33. http://dx.doi.org/10.1115/1.2010-jan-2.

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This article presents an overview of the need for inclusion of an effective risk analysis program in a product’s lifecycle. Risk-based technologies (RBT) are tools and processes used to assess and manage the risks of a component—or even of an entire system. One RBT method is risk assessment, which consists of hazard identification, scenario-probability assessment, and consequence assessment. Another method is risk control, which uses failure prevention and consequence mitigation, as well as risk communication. Risk can be quantified by estimating probabilities and consequences in a qualitative manner using expert opinion and communicated using matrices for preliminary screening. There are four primary ways available to deal with risk within the context of a risk management strategy: risk reduction or elimination, risk transfer, risk avoidance, and risk absorbance or pooling. The use of tools such as risk analysis helps enable decision makers to be as informed on the risks involved with each choice as they are with other important parameters of the system such as strategic importance, schedule criticality, cost, and customer satisfaction.

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32

Parry, N., and K. J. Bozic. "Shared Decision-Making Tools Help Patients Make Quicker Orthopedic Treatment Decisions." MD Conference Express 14, no. 2 (2014): 18–19. http://dx.doi.org/10.1177/155989771402013.

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33

Kasten, Joseph E. "Trust, Organizational Decision-Making, and Data Analytics." International Journal of Business Intelligence Research 11, no. 1 (2020): 22–37. http://dx.doi.org/10.4018/ijbir.2020010102.

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The use of data analytics of all kinds is making inroads into almost all industries. There are many studies that explore the usefulness and organizational benefits of these tools. However, there has been relatively little attention paid to the other issues that accompany the implementation of these tools, namely the level of trust felt by the consumers of the information products of these tools and the changes in decision-making caused by the introduction of data analytics. It is important that the level of trust these decision-makers have in their analytics tools be understood as that will have great impact on how these tools will be used and how the firm will use them to build value. This study examines the level of trust organizations have in their analytics tools and how these tools have changed their decision-making processes. This study will add to the broad understanding of how and where data analytics tools fit into the data-driven organization.

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34

Walczak, Steven, Deborah L. Kellogg, and Dawn G. Gregg. "A Mashup Application to Support Complex Decision Making for Retail Consumers." International Journal of Information Systems in the Service Sector 2, no. 4 (2010): 39–56. http://dx.doi.org/10.4018/jisss.2010100103.

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Purchase processes often require complex decision making and consumers frequently use Web information sources to support these decisions. However, increasing amounts of information can make finding appropriate information problematic. This information overload, coupled with decision complexity, can increase time required to make a decision and reduce decision quality. This creates a need for tools that support these decision-making processes. Online tools that bring together data and partial solutions are one option to improve decision making in complex, multi-criteria environments. An experiment using a prototype mashup application indicates that these types of applications may significantly decrease time spent and improve overall quality of complex retail decisions.

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35

VAN DER VORST, RITA, ANNE GRAFÉ-BUCKENS, and WILLIAM R. SHEATE. "A SYSTEMIC FRAMEWORK FOR ENVIRONMENTAL DECISION-MAKING." Journal of Environmental Assessment Policy and Management 01, no. 01 (1999): 1–26. http://dx.doi.org/10.1142/s146433329900003x.

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The context of sustainable development poses new challenges for traditional environmental decision-making tools, such as environmental impact assessment, environmental management system and life cycle assessment. Today these tools are expected to provide multi-disciplinary information to aid sustainability decisions, not just to inform decisions about environmental effects. This paper brings together the different perspectives of authors from EIA, EMS and clean technology/LCA to examine critically the separate tools in the context of sustainable development, and their inter-relationships, and identifies a "tool-user's dilemma": whether to use a tool as intended, to adapt it or develop something new. The paper examines the similarities of these key tools and recognises both a paradigm shift and a congruence in the way in which they have developed: from being merely tools, through being techniques to approaches. The paper concludes by suggesting an integrated framework within which the tools can continue to operate effectively, and one that helps resolve the tool-user's dilemma. Clean Technology is seen as providing a useful philosophical understanding for the operation of this outline framework.

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36

Vanitha Sivasankaran Balasubramaniam, Rahul Arulkumaran, Nishit Agarwal, Anshika Aggarwal, and Prof.(Dr) Punit Goel. "Leveraging Data Analysis Tools for Enhanced Project Decision Making." Universal Research Reports 10, no. 2 (2023): 712–37. http://dx.doi.org/10.36676/urr.v10.i2.1376.

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In today’s rapidly evolving business environment, leveraging data analysis tools has become essential for enhanced project decision-making. This paper explores how advanced data analysis tools contribute to more informed and strategic project management decisions. By harnessing the power of data analytics, organizations can gain deeper insights into project performance, identify trends, and predict potential risks with greater accuracy. The integration of sophisticated data analysis tools enables project managers to analyse large datasets, uncover hidden patterns, and make data-driven decisions that significantly improve project outcomes. The paper examines various data analysis tools, including statistical software, machine learning algorithms, and visualization platforms, highlighting their role in optimizing decision-making processes. It discusses the benefits of these tools, such as enhanced forecasting capabilities, improved risk management, and the ability to make real-time adjustments based on evolving project dynamics. Additionally, the paper addresses the challenges associated with implementing data analysis tools, such as data quality issues, the need for skilled personnel, and the integration of diverse data sources. Through case studies and practical examples, the paper demonstrates how organizations have successfully utilized data analysis tools to achieve better project results. It emphasizes the importance of a strategic approach to data analysis, where tools are not only employed to process data but are also integrated into the decision-making framework to drive project success. The findings suggest that embracing data analysis tools is crucial for organizations seeking to enhance their project management practices and achieve a competitive edge in the market.

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37

Flores Benitez, Alejandro, Linda Medina Herrera, Ernesto Pacheco, and José Martín Molina Espinosa. "Visualization, Serious Games and Decision Making." European Conference on Games Based Learning 16, no. 1 (2022): 225–35. http://dx.doi.org/10.34190/ecgbl.16.1.695.

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One of the most important objectives of serious games is to detonate behavioral changes of participants. Serious games generate engagement, they are meaningful, entertaining, and immersive. However, when the game represents a complex system, it contains a great number of variables and the relationship between its decision components are not entirely clear. Consequently, it is necessary to offer a set of tools that increase the data visualization of the players and help in the decision-making process must be provided. In our university, logistics professors have designed a simulator for logistics decision making. On the one hand, the game has gained acceptance from the student community, but on the other hand, several students do not accomplish a satisfactory performance. Therefore, these students fail to notice lots of variable interrelationships in the game, and they do not develop the skill required to follow a good decision-making process. The goal is two folded. On the one hand, the improvement of the participant's comprehension of a complex logistical system must be reached. On the other hand, the clarity on the decision-making process has to be laid out. A set of visualization support tools were created to accomplish those objectives. Neither of the tools aim to influence the decision-making process nor to show decision alternatives to the participant, but to highlight a few key performance indicators, constraints, and data that the students can use when making the decisions. In this paper it is presented how the participants have improved their understanding about the logistic system represented in the game, when the support tools are used. Moreover, their motivation has increased, they are more involved and committed to learn. Overall, their decision-making strategies have been modified and they have shown a better comprehension of the game structure. This paper contributes to underline the importance of visualization in student's learning, considering that currently big data, industry 4.0, as well as internet of things have gained a significant relevance in our everyday life. The design of strategic games involving these new variables are necessary. The more complex a system, the greater the number of visualization tools to strengthen the comprehension of the system are required.

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38

Wang, Bingqing. "The Impact of Anchoring Bias on Financial Decision-Making: Exploring Cognitive Biases in Decision-Making Processes." Studies in Psychological Science 1, no. 2 (2023): 41–50. http://dx.doi.org/10.56397/sps.2023.09.04.

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This article explores the concept of anchoring bias in financial decision-making. Anchoring bias refers to the tendency for individuals to rely too heavily on an initial anchor when making judgments or decisions, even if the anchor is arbitrary or irrelevant. The article defines anchoring bias, discusses its effects on investment decisions, pricing and valuation decisions, and risk assessment and management. Strategies for recognizing and reducing the impact of anchoring bias are explored, including awareness and reflection, seeking diverse perspectives, considering multiple anchors, utilizing decision-making tools, and encouraging independent thinking. The role of education and training in minimizing anchoring bias is discussed, as well as the importance of diversification and independent analysis in decision-making. By understanding and addressing anchoring bias, individuals can make more rational and unbiased financial decisions.

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39

Nouri Hussein, Rajaa, Ghalia Nassreddine, and Joumana Younis. "The Impact of Information Technology Integration on the Decision-Making Process." Journal of Techniques 5, no. 1 (2023): 144–55. http://dx.doi.org/10.51173/jt.v5i1.1262.

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In the last decade, information technology tools have witnessed enormous development. Nowadays, they are used in all daily human tasks. Organizations and companies have recently started using information technology tools in all sectors. For example, the decision-making process is an essential task in all organizations. By using information technology components, companies can create a decision-making system that produces more accurate results with less time, effort, and cost. In this paper, the authors describe the role of information technology tools in the decision-making process. The impact of using information technology in the decision-making process was studied at a telecommunications company in Iraq. The authors use a descriptive-analytical method to describe this impact. They adopt a questionnaire to collect information and answer it. The analysis of the answers is done using SPSS. The findings indicate a link between using information technology tools and making sound decisions.

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40

Patnaik, Srikanta, Suprava Devi, and Mitali Madhusmita Nayak. "Decision Making Models and Tools: A Critical Study." International Journal of Management and Decision Making 19, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijmdm.2020.10023842.

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41

Devi, Suprava, Mitali Madhusmita Nayak, and Srikanta Patnaik. "Decision-making models and tools: a critical study." International Journal of Management and Decision Making 19, no. 2 (2020): 176. http://dx.doi.org/10.1504/ijmdm.2020.108204.

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42

Kostić, Mladen, and Aca Jovanović. "Lanchester's differential equations as operational command decision making tools." Serbian Journal of Management 18, no. 1 (2023): 71–92. http://dx.doi.org/10.5937/sjm18-39699.

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This paper investigates the application of Lanchester's equations as a scientific method and tool for examining the functioning of the armed forces as complex organizational systems in combat. It is important to assess the reliability of the knowledge obtained by this method, about the facts of the operational environment and the effectiveness of the use of forces, in order to support the process of planning and making optimal decisions, in conditions of uncertainty and risk, which are inherent in warfare. According to this hypothesis, a mathematical model was developed based on the wellknown Lanchester's equations, which defined the quadratic and linear law of combat between two opponents with a heterogeneous force structure (air force and army). The created model enables a correct simplified analysis in the decision-making process. Real war and combat operations are very complex and require the use of complex simulators, whose methodological background is often unknown to decision makers, which is why reliable approximate simulation and modeling methods are necessary and desirable.

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43

Emmanuel, Anton. "Assisting clinical decision making: tools, rules and teams." Clinical Medicine 21, no. 2 (2021): 81. http://dx.doi.org/10.7861/clinmed.ed.21.2.1.

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44

Bisaccio, Michael. "Cabells Scholarly Analytics: Tools for Empowered Decision-Making." Editorial Office News 10, no. 10 (2017): 2–3. http://dx.doi.org/10.18243/eon/2017.10.10.1.

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45

Craig, Jonathan C., Les M. Irwig, and Martin R. Stockler. "Evidence‐based medicine: useful tools for decision making." Medical Journal of Australia 174, no. 5 (2001): 248–53. http://dx.doi.org/10.5694/j.1326-5377.2001.tb143250.x.

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46

Barthélemy, Jean-Pierre, Gilles Coppin, and Philippe Lenca. "COGNITIVE APPROACH TO DECISION MAKING AND PRACTICAL TOOLS." IFAC Proceedings Volumes 39, no. 4 (2006): 123–28. http://dx.doi.org/10.3182/20060522-3-fr-2904.00020.

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47

Baker, Douglas, and Muhammad Nateque Mahmood. "Developing tools to support complex infrastructure decision‐making." Smart and Sustainable Built Environment 1, no. 1 (2012): 59–72. http://dx.doi.org/10.1108/20466091211227052.

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48

Barron, Alexander R., and Breanna J. Parker. "Test proxy carbon prices as decision-making tools." Nature 553, no. 7689 (2018): 405. http://dx.doi.org/10.1038/d41586-018-01078-2.

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49

Pennington, Catherine, Katie Davey, Ruud ter Meulen, Elizabeth Coulthard, and Patrick Gavin Kehoe. "Tools for testing decision-making capacity in dementia." Age and Ageing 47, no. 6 (2018): 778–84. http://dx.doi.org/10.1093/ageing/afy096.

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Griesinger, C., S. Hoffmann, A. Kinsner, S. Coecke, and T. Hartung. "5.3 Evidence-based tools in toxicological decision-making." Human & Experimental Toxicology 28, no. 2-3 (2009): 155. http://dx.doi.org/10.1177/0960327109105779.

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