Shu-Hsien Liao

Bio: Shu-Hsien Liao is an academic researcher from Tamkang University. The author has contributed to research in topics: Association rule learning & Organizational learning. The author has an hindex of 39, co-authored 120 publications receiving 6405 citations. Previous affiliations of Shu-Hsien Liao include National Defense University & Saint Petersburg State University.

Expert system methodologies and applications—a decade review from 1995 to 2004

Abstract: This paper surveys expert systems (ES) development using a literature review and classification of articles from 1995 to 2004 with a keyword index and article abstract in order to explore how ES methodologies and applications have developed during this period. Based on the scope of 166 articles from 78 academic journals (retrieved from five online database) of ES applications, this paper surveys and classifies ES methodologies using the following eleven categories: rule-based systems, knowledge-based systems, neural networks, fuzzy ESs, object-oriented methodology, case-based reasoning, system architecture, intelligent agent systems, database methodology, modeling, and ontology together with their applications for different research and problem domains. Discussion is presented, indicating the followings future development directions for ES methodologies and applications: (1) ES methodologies are tending to develop towards expertise orientation and ES applications development is a problem-oriented domain. (2) It is suggested that different social science methodologies, such as psychology, cognitive science, and human behavior could implement ES as another kind of methodology. (3) The ability to continually change and obtain new understanding is the driving power of ES methodologies, and should be the ES application of future works.

Knowledge sharing, absorptive capacity, and innovation capability: an empirical study of Taiwan's knowledge-intensive industries

Abstract: This research investigates the relationships between knowledge sharing, absorptive capacity, and innovation capability in Taiwan's knowledge-intensive industries. We propose statistical hypotheses and a LISREL model to study these based on the data sampled from 170 Taiwanese firms, including electronic, financial insurance and medical industries, yielding 355 valid returned research samples. By testing three hypotheses, this study finds that absorptive capacity is the intervening factor between knowledge sharing and innovation capability. It also shows that knowledge sharing has a positive effect on absorptive capacity, and that a completely mediating model exhibits both model generalization and extension characteristics through multiple model comparison in different industry population samples. Finally, managerial implications are discussed and a brief conclusion is presented.

Review: Data mining techniques and applications - A decade review from 2000 to 2011

Abstract: In order to determine how data mining techniques (DMT) and their applications have developed, during the past decade, this paper reviews data mining techniques and their applications and development, through a survey of literature and the classification of articles, from 2000 to 2011. Keyword indices and article abstracts were used to identify 216 articles concerning DMT applications, from 159 academic journals (retrieved from five online databases), this paper surveys and classifies DMT, with respect to the following three areas: knowledge types, analysis types, and architecture types, together with their applications in different research and practical domains. A discussion deals with the direction of any future developments in DMT methodologies and applications: (1) DMT is finding increasing applications in expertise orientation and the development of applications for DMT is a problem-oriented domain. (2) It is suggested that different social science methodologies, such as psychology, cognitive science and human behavior might implement DMT, as an alternative to the methodologies already on offer. (3) The ability to continually change and acquire new understanding is a driving force for the application of DMT and this will allow many new future applications.

Knowledge management technologies and applications—literature review from 1995 to 2002

Abstract: This paper surveys knowledge management (KM) development using a literature review and classification of articles from 1995 to 2002 with keyword index in order to explore how KM technologies and applications have developed in this period. Based on the scope of 234 articles of knowledge management applications, this paper surveys and classifies KM technologies using the seven categories as: KM framework, knowledge-based systems, data mining, information and communication technology, artificial intelligence/expert systems, database technology, and modeling, together with their applications for different research and problem domains. Some discussion is presented, indicating future development for knowledge management technologies and applications as the followings: (1) KM technologies tend to develop towards expert orientation, and KM applications development is a problem-oriented domain. (2) Different social studies methodologies, such as statistical method, are suggested to implement in KM as another kind of technology. (3) Integration of qualitative and quantitative methods, and integration of KM technologies studies may broaden our horizon on this subject. (4) The ability to continually change and obtain new understanding is the power of KM technologies and will be the application of future works.

I and i

Abstract: There is, I think, something ethereal about i —the square root of minus one. I remember first hearing about it at school. It seemed an odd beast at that time—an intruder hovering on the edge of reality. Usually familiarity dulls this sense of the bizarre, but in the case of i it was the reverse: over the years the sense of its surreal nature intensified. It seemed that it was impossible to write mathematics that described the real world in …

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

Marketing for management.

Abstract: MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

The knowledge-creating company

Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.