Browsing by Author "Yu, PL"

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A necessary and sufficient condition for minimizing a convex Frechet differentiable function on a certain hyperplane
(2001-01-01)
Li, HL
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Liu, YH
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Matache, V
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Yu, PL
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資訊管理與財務金融系註：原資管所+財金所
A convex Frechet differentiable function is minimized subject to a certain hyperplane at a point if the function is minimized in all directions which are defined by a finite set of vectors. The proposed approach is different from the Lagrange multiplier approach. At the end of this paper, a linear program is formulated to solve the case when the above given convex function is quadratic. (C) 2001 Academic Press.
A revised minimum spanning table method for optimal expansion of competence sets
(2000)
Chiang, CI
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Li, JM
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Tzeng, GH
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Yu, PL
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運輸與物流管理系註：原交通所+運管所
Competence set analysis is a new approach to solve an import aspect of challenging MCDM problems. Thus, many researchers have developed efficient methods for solving the optimal expansion of competence sets (please see the references). The minimum spanning table method (MST) proposed by Feng and Yu (1997) is an efficient algorithm using spreadsheet tableaus to solve optimal expansion problems. In order to develop a computer program, in this paper, we propose the revised algorithm of MST, which can efficiently solve the optimal expansion problems. We develop a user-friendly program called MINST, which can solve fairly large-scale expanding problems even with PC of pentium 133.
Competence set analysis - An effective means to solve non-trivial decision problems
(2001)
Chiang, CI
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Yu, PL
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管理學院
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運輸與物流管理系註：原交通所+運管所
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College of Management
Because of rapid change of our technology and environments many problems we are facing are new, complex, and nontrivial. The solutions to these problems are usually outside our day-to-day experience, competence, or our habitual domains. Thus, they are fuzzy and challenging. In order to effectively solve this kind of fuzzy or challenging problem, we need to continually expand our competence or habitual domains so that we can make a good decision with confidence. This paper is to describe a holistic picture of using competence set analysis to solve this kind of decision problem. First, two types of competence set analysis, problem-oriented and skill-oriented, are introduced. Next, the concept of selecting optimal competence set that maximizes the net return is discussed. We then briefly describe a number of algorithms to find the optimal path for expanding our competence set. Finally, we gave some applications of expanding competence set with minimum cost.
Decision traps and competence dynamics in changeable spaces
(2006-03-01)
Yu, PL
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Chianglin, CY
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資訊管理與財務金融系註：原資管所+財金所
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Department of Information Management and Finance
There are many parameters in challenging decision problems, including the alternatives, the criteria, resources, the perception of decision problems, decision makers and their psychological states, information inputs from the environment, and self-suggestion, etc. At any moment of time, some of these parameters can catch our attention, called alerted parameters; some cannot, called unalerted parameters. Some parameters are visible, some are invisible. In addition, the parameters themselves can vary over certain ranges or domains. All of these make challenging decision problems very complex. We call this kind of problems as decision problems with changeable spaces (parameters). We may focus on certain parameters with certain assumed values to find an "optimal" solution, which may lead to solve wrong problem with bad solution. Quite often, our focus may be-just a small part of what we know, or just a part of what we are most familiar with. We may often neglect what we are not familiar with, and pay no attention to what we do not know. As a consequence, we may see just a small part of the problem domain (including all parameters and their possible variations over time). The portion (of the problem domain) that we cannot see is our decision blind. Suppose our alerted domain (those parameters and their variations that are currently under our consideration) to be fixed in only a small part of the problem domains. Then very likely we could end up with a serious mistake. This situation is known as decision trap. In this article, we will introduce a systematic scheme, based on habitual domain theory, to help us reduce decision blinds and avoid decision traps so that we could make decision with good quality. Then we will also introduce the concept of competence set analysis to help us cope with challenging decision problems. This including: (i) how to effectively expand our competence (resources, skill, know-how, information, ideas, effort, etc.) as to solve a given problem effectively; and (ii) given a set of competence, how to maximize its value by solving a set of value added problems. Furthermore, we will introduce innovation dynamics which describe the dynamics of how to solve a set of problems with our existent or acquired competence (to relieve the pains or frustrations of "certain customers or decision makers" at certain situations) as to create value, and how to distribute this created value so that we can continuously expand out competence set to solve more challenging problems and create more value.
Evolution toward a new state of multi-criteria decision making
(2001)
Yu, PL
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資訊管理與財務金融系註：原資管所+財金所
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Department of Information Management and Finance
Almost all living things, organizations, and technology change with time. As a consequence, our value systems, belief systems, and perceptions change with time and situations, and our understanding, attitudes, and methods toward solving non-trivial MCDM decision problems evolve with time. For instance, mathematical programming or optimal control of single criterion has evolved into that of multiple criteria. A number of solution concepts and techniques have been generated and developed. Another example is by incorporating the discovery of neural science and psychology into system theory, habitual domains (HD), the stealth human software that determines our lives, has been developed. Habitual domains systematically describe the dynamic changes of optimization of our objectives, perceptions and behaviors. Because of stable HD, human decisions, and behaviors, to a large degree, are predicable. However, human beings still have a very large capability for innovation and revolution. As the science and technology has been exponentially exploded in the last decades, our MCDM, including its formulation, solution concepts, solution techniques and computation, will be changed or evolved rapidly in order to be effective in this rapid changing world. In this talk, forces and paths of MCDM evolution will be described, and some emerging concepts of MCDM will be introduced.
Knowledge Management, habitual domains, and innovation dynamics
(2004)
Yu, PL
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Lai, TC
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資訊管理與財務金融系註：原資管所+財金所
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Department of Information Management and Finance
Knowledge Management (KM) with information technology (IT) has made tremendous progresses in recent years. It has helped many people in making decision and transactions. Nevertheless, without continuous expanding and upgrading our habitual domains (HD) and competence set (CS), KM may lead us to decision traps and making wrong decisions. This article introduces the concepts of habitual domains and competence set analysis in such a way that we could see where KM can commit decision traps and how to avoid them. Innovation dynamics, as an overall picture of continued enterprise innovation, is also introduced so that we could know the areas and directions in which KM can make maximum contributions and create value. KM empowered by HD can make KM even more powerful.
Optimal multiple stage expansion of competence set
(2000-02-01)
Li, JM
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Chiang, CI
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Yu, PL
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運輸與物流管理系註：原交通所+運管所
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Department of Transportation and Logistics Management
In this paper, we consider the expansion processes of competence sets which have asymmetric cost functions, intermediate skills, and compound skills; among the skills, cyclic connections are possible. We introduce the concept of the stage expansion process (SEP) of the competence set, and provide mathematical programming methods to find a minimal cost SEP and the ordering of expansion. (C) 2000 Elsevier Science B.V. All rights reserved.
Transforming from a researcher into a leader in high-tech industries
(2004-09-01)
Chianglin, CY
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Chen, JS
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Yu, PL
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資訊管理與財務金融系註：原資管所+財金所
;
Department of Information Management and Finance
In this article, we show that, in high-tech industries, there are significant differences in the Habitual Domains (HD) of technologists/researchers (T/R) and managers/leaders (M/L). The differences are measured specifically in the following: characteristics, attitudes toward career and life, perception of business problems, business competences and resources. We then describe how a T/R can effectively transform himself/herself into a successful M/L, by transforming his/her HD closer to that of a successful M/L.