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Qian Chen

Researcher at Ohio State University

Publications -  45
Citations -  994

Qian Chen is an academic researcher from Ohio State University. The author has contributed to research in topics: Efficient energy use & Optimization problem. The author has an hindex of 15, co-authored 42 publications receiving 716 citations. Previous affiliations of Qian Chen include East Stroudsburg University of Pennsylvania & Virginia Tech.

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Science Mapping Approach to Assisting the Review of Construction and Demolition Waste Management Research Published between 2009 and 2018

TL;DR: In this article, the authors identified the most influential journals, scholars, articles, and countries that have been active and influential in the C&D waste management research since 2009 and provided a multidisciplinary guide for practitioners and researchers to link current research areas into future trends.
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Comparison of Data Mining Techniques for Predicting Compressive Strength of Environmentally Friendly Concrete

TL;DR: In this article, the compressive strength of a new type of concrete containing three alternative materials as fly ash, Haydite lightweight aggregate, and portland limestone cement was investigated and compared with nine data mining models.
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Multilevel Safety Culture and Climate Survey for Assessing New Safety Program

TL;DR: In this paper, the authors examined the multilevel safety culture and climate to assess a newly launched safety program and found wide acceptance of the program across all three groups, strong management accountability in enforcing safety, and a positive general safety climate among workers.
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Femtocell Base Station Deployment in Commercial Buildings: A Global Optimization Approach

TL;DR: This paper proposes an effective global optimization algorithm based on using the convex relaxation of the formulated MICP within a branch-and-bound framework to prolong the battery life for mobile handsets.

Interface management—a facilitator of lean construction and agile project management

TL;DR: In this paper, the authors establish and clarify the close relationships between Interface Management (IM) and two emerging construction management philosophies: lean construction and agile project management (APM). But they do not discuss the benefits that IM can offer to these two approaches in regard to philosophy and technique.