A distributed approach to global feedback control of multi-agent systems

This paper presents a distributed approach to global state feedback control of for multi-agent systems. The proposed solution is obtained from the construction of decentralised functional observers. The required local control signal is generated asymptotically using only corresponding local output information. It is shown that a complete distribution of the control of a decentralised system having N agents can be achieved upon the satisfaction of some necessary conditions, and that the resulting controller can emulate the performance of a global state feedback controller. A step-by-step design algorithm is given. Its simplicity and correctness are illustrated through a numerical example.

H∞ dynamic output feedback control of power systems with electric vehicles

This paper presents a H∞ dynamic output feedback control scheme for load frequency control (LFC) of interconnected power systems with multiple input timedelays. In this study, electric vehicles (EVs) are participated in the LFC to support reheated thermal power units to rapidly suppress load and frequency fluctuations. A mathematical model of an interconnected power system is first introduced. This model takes into consideration of the different time delays in control inputs; specifically the communication/information delays between the control center and the fleet of EVs. We then derive stabilization conditions in terms of feasible linear matrix inequalities (LMIs) for the proposed system and develop an effective algorithm to parameterize H∞ controllers ensuring stability of the closed-loop system with H∞ performance. Extensive simulations are given to show the effectiveness of the proposed control method.

Agency theory, national culture and management Control Systems

Management control system of an organization is the structured facet of management, the formal vehicle by which the management process is executed. In most organizations, systems exist for planning, organizing, directing, controlling and motivating. Depending on the level of appropriateness and quality of the management control systems, the task of management is either facilitated or hindered. The end goal of a management control system is achieving organizational objectives. Because employees (agents) do not always give their best efforts for achieving organizational objectives, management control systems need to strive for aligning goals of agents (e.g., employees, subordinates) with that of principals (e.g., senior management, owners). Agency theory and its extension, principal agent model, provide insights to the problem of goal congruence and suggest remedies, at least in the Western cultural context. Whether the agency theory presumptions, predictions and prescriptions are universally applicable is an important issue in management. Their validity in different cultural contexts is largely unknown. The available literature to date indicates the possibility that agency theory may not be valid in non-western cultures. However, further empirical research is needed in non-western cultures to shed more light to this issue.

Visual feedback control of a robot in an unknown environment (learning control using neural networks)

In this paper, a visual feedback control approach based on neural networks is presented for a robot with a camera installed on its end-effector to trace an object in an unknown environment. First, the one-to-one mapping relations between the image feature domain of the object to the joint angle domain of the robot are derived. Second, a method is proposed to generate a desired trajectory of the robot by measuring the image feature parameters of the object. Third, a multilayer neural network is used for off-line learning of the mapping relations so as to produce on-line the reference inputs for the robot. Fourth, a learning controller based on a multilayer neural network is designed for realizing the visual feedback control of the robot. Last, the effectiveness of the present approach is verified by tracing a curved line using a 6-degrees-of-freedom robot with a CCD camera installed on its end-effector. The present approach does not necessitate the tedious calibration of the CCD camera and the complicated coordinate transformations.

Agency theory and culture : implications for research in management control systems

The objective of this paper is to encourage further research into the applicability of agency theory for the study of management control issues of organisations in Asian societies.

Dynamic output feedback control of single-link flexible manipulators

This paper presents an efficient technique to design dynamic feedback control scheme for single-link flexible manipulators.  A linear model can be derived for the robotic system using the assumed-mode method.  Conventional techniques such as pole-placement or LQR require physical measurements of all systme states,  posing a stringent requirement for its implementation.  To overcome this problem, a low-order state functional observer is proposed here for reconstruction of the state feedback control action.  The observer design involves solving an optimisation problem with the objective to generate a feedback gain that is as close as possible to that of the required feedback controller.  A condition for robust stability of the closed-loop system under the observer-based control scheme is given.  The attractive features of the propsed technique are the resulted functional state observer is of a very low order and it requires only sensor measurements of only the output- the tip position of the arm.

Management control systems and effectiveness of knowledge sharing

Numerous empirical studies on knowledge management have examined the relative effectiveness of various enablers, such as organizational structure (Bennett and Gabriel, 1999; Gold et aI., 2001), technology (Gold et aI., 2001; O'Dell and Grayson, 1998), culture (DeLong and Fahey, 2000; Gupta and Govindarajan, 2000), managerial system (Nonaka, 1994; Sveiby, 1997) and strategy (Bierly and Chakrabarti, 1996; Holsapple and Joshi, 2001) on knowledge creation and sharing in organizations. Little research has focused on the role of management control systems (MCS) in facilitating knowledge sharing in knowledge-intensive firms (Ditillo, 2004). This study examines how the interactive use of management control systems (MCS) could facilitate the different modes of knowledge sharing among accounting professionals in Malaysia. Based on Nonaka's (1994) knowledge sharing mode, this study found a highly significant relationship between an interactive use of MCS and knowledge sharing to suggest that a more open, less fmancial-oriented and more interactive type of MCS tends to interlink and underpin organizational social process which is the central part of the knowledge sharing process. While professional accountants are generally keen to gain access to knowledge databases to source for possible task solutions, they are generally hesitant to share their tacit knowledge by transforming that knowledge into explicit form. The fmding suggests that there may be cultural-related factors that inhibit sharing of one's tacit knowledge totally and completely.

Improvement on delay dependent absolute stability of Lurie control systems with multiple time delays

Absolute stability of Lurie control systems with multiple time-delays is studied in this paper. By using extended Lyapunov functionals, we avoid the use of the stability assumption on the main operator and derive improved stability criteria, which are strictly less conservative than the criteria in [2,3].

The use of control systems in new product development innovation : advancing the 'help or hinder' debate

New Product Development (NPD) innovation is a critical activity in the current economic environment. In order to manage their NPD innovation projects, firms use Management Controls Systems (MCS). However, the effect that these systems have on NPD innovation is not clear. One stream of research suggests that MCS help NPD innovation while another stream suggests MCS hinder NPD innovation. Past research has shown that the role and style of MCS used may offer explanations on why MCS can both help and hinder NPD innovation. This paper adds another explanation by examining the relationship between three models (divisional, activity/decision and conversion/response) of a commonly used MCS, known as the Stage-Gate Process1 in the NPD innovation literature, and three types of NPD innovation projects (incremental, semi-radical and radical). The insights from an ethnomethodology informed field study are used to understand how and why the firms may use a different MCS (Stage-Gate Process models) for different NPD innovation project types.