CHIEF : clustering With higher-order motifs in big networks
- Xia, Feng, Yu, Shuo, Liu, Chengfei, Li, Jianxin, Lee, Ivan
- Authors: Xia, Feng , Yu, Shuo , Liu, Chengfei , Li, Jianxin , Lee, Ivan
- Date: 2022
- Type: Text , Journal article
- Relation: IEEE Transactions on Network Science and Engineering Vol. 9, no. 3 (2022), p. 990-1005
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- Description: Clustering network vertices is an enabler of various applications such as social computing and Internet of Things. However, challenges arise for clustering when networks increase in scale. This paper proposes CHIEF (Clustering with HIgher-ordEr motiFs), a solution which consists of two motif clustering techniques: standard acceleration CHIEF-ST and approximate acceleration CHIEF-AP. Both algorithms firstly find the maximal $k$-edge-connected subgraphs within the target networks to lower the network scale by optimizing the network structure with maximal $k$-edge-connected subgraphs, and then use heterogeneous four-node motifs clustering in higher-order dense networks. For CHIEF-ST, we illustrate that all target motifs will be kept after this procedure when the minimum node degree of the target motif is equal or greater than $k$. For CHIEF-AP, we prove that the eigenvalues of the adjacency matrix and the Laplacian matrix are relatively stable after this step. CHIEF offers an improved efficiency of motif clustering for big networks, and it verifies higher-order motif significance. Experiments on real and synthetic networks demonstrate that the proposed solutions outperform baseline approaches in large network analysis, and higher-order motifs outperform traditional triangle motifs in clustering. © 2022 IEEE Computer Society. All rights reserved.
- Authors: Xia, Feng , Yu, Shuo , Liu, Chengfei , Li, Jianxin , Lee, Ivan
- Date: 2022
- Type: Text , Journal article
- Relation: IEEE Transactions on Network Science and Engineering Vol. 9, no. 3 (2022), p. 990-1005
- Full Text:
- Reviewed:
- Description: Clustering network vertices is an enabler of various applications such as social computing and Internet of Things. However, challenges arise for clustering when networks increase in scale. This paper proposes CHIEF (Clustering with HIgher-ordEr motiFs), a solution which consists of two motif clustering techniques: standard acceleration CHIEF-ST and approximate acceleration CHIEF-AP. Both algorithms firstly find the maximal $k$-edge-connected subgraphs within the target networks to lower the network scale by optimizing the network structure with maximal $k$-edge-connected subgraphs, and then use heterogeneous four-node motifs clustering in higher-order dense networks. For CHIEF-ST, we illustrate that all target motifs will be kept after this procedure when the minimum node degree of the target motif is equal or greater than $k$. For CHIEF-AP, we prove that the eigenvalues of the adjacency matrix and the Laplacian matrix are relatively stable after this step. CHIEF offers an improved efficiency of motif clustering for big networks, and it verifies higher-order motif significance. Experiments on real and synthetic networks demonstrate that the proposed solutions outperform baseline approaches in large network analysis, and higher-order motifs outperform traditional triangle motifs in clustering. © 2022 IEEE Computer Society. All rights reserved.
Familiarity-based collaborative team recognition in academic social networks
- Yu, Shuo, Xia, Feng, Zhang, Chen, Wei, Haoran, Keogh, Kathleen, Chen, Honglong
- Authors: Yu, Shuo , Xia, Feng , Zhang, Chen , Wei, Haoran , Keogh, Kathleen , Chen, Honglong
- Date: 2022
- Type: Text , Journal article
- Relation: IEEE Transactions on Computational Social Systems Vol. 9, no. 5 (2022), p. 1432-1445
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- Description: Collaborative teamwork is key to major scientific discoveries. However, the prevalence of collaboration among researchers makes team recognition increasingly challenging. Previous studies have demonstrated that people are more likely to collaborate with individuals they are familiar with. In this work, we employ the definition of familiarity and then propose faMiliarity-based cOllaborative Team recOgnition (MOTO) algorithm to recognize collaborative teams. MOTO calculates the shortest distance matrix within the global collaboration network and the local density of each node. Central team members are initially recognized based on local density. Then, MOTO recognizes the remaining team members by using the familiarity metric and shortest distance matrix. Extensive experiments have been conducted upon a large-scale dataset. The experimental results show that compared with baseline methods, MOTO can recognize the largest number of teams. The teams recognized by the MOTO possess more cohesive team structures and lower team communication costs compared with other methods. MOTO utilizes familiarity in team recognition to identify cohesive academic teams. The recognized teams are in line with real-world collaborative teamwork patterns. Based on team recognition using MOTO, the research team structure and performance are further analyzed for given time periods. The number of teams that consist of members from different institutions increases gradually. Such teams are found to perform better in comparison with those whose members are from the same institution. © 2014 IEEE.
- Authors: Yu, Shuo , Xia, Feng , Zhang, Chen , Wei, Haoran , Keogh, Kathleen , Chen, Honglong
- Date: 2022
- Type: Text , Journal article
- Relation: IEEE Transactions on Computational Social Systems Vol. 9, no. 5 (2022), p. 1432-1445
- Full Text:
- Reviewed:
- Description: Collaborative teamwork is key to major scientific discoveries. However, the prevalence of collaboration among researchers makes team recognition increasingly challenging. Previous studies have demonstrated that people are more likely to collaborate with individuals they are familiar with. In this work, we employ the definition of familiarity and then propose faMiliarity-based cOllaborative Team recOgnition (MOTO) algorithm to recognize collaborative teams. MOTO calculates the shortest distance matrix within the global collaboration network and the local density of each node. Central team members are initially recognized based on local density. Then, MOTO recognizes the remaining team members by using the familiarity metric and shortest distance matrix. Extensive experiments have been conducted upon a large-scale dataset. The experimental results show that compared with baseline methods, MOTO can recognize the largest number of teams. The teams recognized by the MOTO possess more cohesive team structures and lower team communication costs compared with other methods. MOTO utilizes familiarity in team recognition to identify cohesive academic teams. The recognized teams are in line with real-world collaborative teamwork patterns. Based on team recognition using MOTO, the research team structure and performance are further analyzed for given time periods. The number of teams that consist of members from different institutions increases gradually. Such teams are found to perform better in comparison with those whose members are from the same institution. © 2014 IEEE.
Data-driven decision-making in COVID-19 response : a survey
- Yu, Shuo, Qing, Qing, Zhang, Chen, Shehzad, Ahsan, Oatley, Giles, Xia, Feng
- Authors: Yu, Shuo , Qing, Qing , Zhang, Chen , Shehzad, Ahsan , Oatley, Giles , Xia, Feng
- Date: 2021
- Type: Text , Journal article , Review
- Relation: IEEE Transactions on Computational Social Systems Vol. 8, no. 4 (2021), p. 989-1002
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- Description: COVID-19 has spread all over the world, having an enormous effect on our daily life and work. In response to the epidemic, a lot of important decisions need to be taken to save communities and economies worldwide. Data clearly play a vital role in effective decision-making. Data-driven decision-making uses data-related evidence and insights to guide the decision-making process and verify the plan of action before it is committed. To better handle the epidemic, governments and policy-making institutes have investigated abundant data originating from COVID-19. These data include those related to medicine, knowledge, media, and so on. Based on these data, many prevention and control policies are made. In this survey article, we summarize the progress of data-driven decision-making in the response to COVID-19, including COVID-19 prevention and control, psychological counseling, financial aid, work resumption, and school reopening. We also propose some current challenges and open issues in data-driven decision-making, including data collection and quality, complex data analysis, and fairness in decision-making. This survey article sheds light on current policy-making driven by data, which also provides a feasible direction for further scientific research. © 2014 IEEE.
- Authors: Yu, Shuo , Qing, Qing , Zhang, Chen , Shehzad, Ahsan , Oatley, Giles , Xia, Feng
- Date: 2021
- Type: Text , Journal article , Review
- Relation: IEEE Transactions on Computational Social Systems Vol. 8, no. 4 (2021), p. 989-1002
- Full Text:
- Reviewed:
- Description: COVID-19 has spread all over the world, having an enormous effect on our daily life and work. In response to the epidemic, a lot of important decisions need to be taken to save communities and economies worldwide. Data clearly play a vital role in effective decision-making. Data-driven decision-making uses data-related evidence and insights to guide the decision-making process and verify the plan of action before it is committed. To better handle the epidemic, governments and policy-making institutes have investigated abundant data originating from COVID-19. These data include those related to medicine, knowledge, media, and so on. Based on these data, many prevention and control policies are made. In this survey article, we summarize the progress of data-driven decision-making in the response to COVID-19, including COVID-19 prevention and control, psychological counseling, financial aid, work resumption, and school reopening. We also propose some current challenges and open issues in data-driven decision-making, including data collection and quality, complex data analysis, and fairness in decision-making. This survey article sheds light on current policy-making driven by data, which also provides a feasible direction for further scientific research. © 2014 IEEE.
The dominance of big teams in china’s scientific output
- Liu, Linlin, Yu, Jianfei, Huang, Junming, Xia, Feng, Jia, Tao
- Authors: Liu, Linlin , Yu, Jianfei , Huang, Junming , Xia, Feng , Jia, Tao
- Date: 2021
- Type: Text , Journal article
- Relation: Quantitative Science Studies Vol. 2, no. 1 (2021), p. 350-362
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- Description: Modern science is dominated by scientific productions from teams. A recent finding shows that teams of both large and small sizes are essential in research, prompting us to analyze the extent to which a country’s scientific work is carried out by big or small teams. Here, using over 26 million publications from Web of Science, we find that China’s research output is more dominated by big teams than the rest of the world, which is particularly the case in fields of natural science. Despite the global trend that more papers are written by big teams, China’s drop in small team output is much steeper. As teams in China shift from small to large size, the team diversity that is essential for innovative work does not increase as much as that in other countries. Using the national average as the baseline, we find that the National Natural Science Foundation of China (NSFC) supports fewer small teams than the National Science Foundation (NSF) of the United States does, implying that big teams are preferred by grant agencies in China. Our finding provides new insights into the concern of originality and innovation in China, which indicates a need to balance small and big teams. © 2020 Linlin Liu, Jianfei Yu, Junming Huang, Feng Xia, and Tao Jia. Published under a Creative Commons Attribution 4.0 International (CC BY 4.0) license.
- Authors: Liu, Linlin , Yu, Jianfei , Huang, Junming , Xia, Feng , Jia, Tao
- Date: 2021
- Type: Text , Journal article
- Relation: Quantitative Science Studies Vol. 2, no. 1 (2021), p. 350-362
- Full Text:
- Reviewed:
- Description: Modern science is dominated by scientific productions from teams. A recent finding shows that teams of both large and small sizes are essential in research, prompting us to analyze the extent to which a country’s scientific work is carried out by big or small teams. Here, using over 26 million publications from Web of Science, we find that China’s research output is more dominated by big teams than the rest of the world, which is particularly the case in fields of natural science. Despite the global trend that more papers are written by big teams, China’s drop in small team output is much steeper. As teams in China shift from small to large size, the team diversity that is essential for innovative work does not increase as much as that in other countries. Using the national average as the baseline, we find that the National Natural Science Foundation of China (NSFC) supports fewer small teams than the National Science Foundation (NSF) of the United States does, implying that big teams are preferred by grant agencies in China. Our finding provides new insights into the concern of originality and innovation in China, which indicates a need to balance small and big teams. © 2020 Linlin Liu, Jianfei Yu, Junming Huang, Feng Xia, and Tao Jia. Published under a Creative Commons Attribution 4.0 International (CC BY 4.0) license.
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