Search results

Omnidirectional mobile robots with a special type of wheel structure can realize flexible motion with all three degrees of freedom in a plane. But the driving method brings large disturbance, which affects motion accuracy and stability. This study aims to improve the motion control accuracy of the omnidirectional mobile platform with MY3 wheels (MY3-OMR), a new fuzzy active disturbance rejection control (FADRC) method with adaptivity is proposed.

Based on the basic mechanical structure and drive characteristics of MY3-OMR, the dynamics model of the system is established. The linear active disturbance rejection control (LADRC) system is designed to reduce the interference of nonlinear factors in this dynamics model. A fuzzy controller is introduced to realize the online adjustment of the parameters of the LADRC, which further improves the anti-disturbance performance of the system.

The control method proposed in this paper is compared and analyzed with other methods by simulation and experiment. Results show that the proposed method has better tracking and robustness, which effectively improves the control accuracy of trajectory tracking of MY3-OMR.

A FADRC method with adaptivity is proposed by combining fuzzy control and LADRC. The motion accuracy and anti-interference ability of the MY3-OMR are improved by this control method, which lays a foundation for the subsequent application of MY3-OMR.

The purpose of this paper is to design a third-order linear active disturbance rejection controller (LADRC) to improve the response characteristics and robustness of the electrohydraulic servo system.

The LADRC was designed by replacing the nonlinear functions in each part of ADRC with linear functions or linear combinations, and the parameters of each part of the LADRC were connected with their bandwidth through the pole configuration method to reduce the required tuning parameters, and used an improved grey wolf optimizer to tune the LADRC parameters.

The anti-interference control simulation and experiment on the LADRC, ADRC and proportion integration differentiation (PID) were carried out to test the robustness, anti-interference ability and superiority of the designed LADRC. The simulation and experiment results showed that the LADRC control and anti-interference control had excellent performance, and because of its simple structure and fewer parameters, LADRC was easier to implement and had a better control effect and anti-interference.

For the problems of parameter perturbation, unknown interference and inaccurate model in the electrohydraulic position servo system, the designed third-order LADRC has good tracking accuracy and anti-interference, has few parameters and is conducive to promotion.

This paper aims to review and discuss City Developments Limited (CDL)’s 15-year sustainability reporting journey with GRI Standards as core for its blended reporting framework.

The paper draws on the knowledge and experience of the company’s reporting team from the perspective of CDL’s Chief Sustainability Officer.

To future-proof businesses against climate crisis and achieve relevant sustainable development goals, companies need to be committed to goal setting, tracking and reporting Environment, Social and Governance (ESG) performance for sustained growth. A robust and rigorous approach to sustainability reporting that incorporates both value and impact allows organisations to identify material ESG issues and determine risks and opportunities that will help organisations to enhance strategy and practices for long-term resilience and business growth.

This paper can help businesses to understand that the rising climate change agenda has led to substantial emphasis being placed on climate-related standards and disclosures.

Businesses cannot manage without measuring performance. Reporting is critical for businesses to effectively integrate sustainability into their business strategy and operations to accelerate action towards a low-carbon economy.

This paper addresses the development of sustainability reporting trends and the benefits and challenges of using GRI as a core reporting framework in an evolving ESG reporting landscape from the perspective of a real estate company.

A switching depth controller based on a variable buoyancy system (VBS) is proposed to improve the performance of small autonomous underwater vehicles (AUVs). First, the requirements of VBS for small AUVs are analyzed. Second, a modular VBS with high extensibility and easy integration is proposed based on the concepts of generality and interchangeability. Subsequently, a depth-switching controller is proposed based on the modular VBS, which combines the best features of the linear active disturbance rejection controller and the nonlinear active disturbance rejection controller.

The controller design and endurance of tiny AUVs are challenging because of their low environmental adaptation, limited energy resources and nonlinear dynamics. Traditional and single linear controllers cannot solve these problems efficiently. Although the VBS can improve the endurance of AUVs, the current VBS is not extensible for small AUVs in terms of the differences in individuals and operating environments.

The switching controller’s performance was examined using simulation with water flow and external disturbances, and the controller’s performance was compared in pool experiments. The results show that switching controllers have greater effectiveness, disturbance rejection capability and robustness even in the face of various disturbances.

A high degree of standardization and integration of VBS significantly enhances the performance of small AUVs. This will help expand the market for small AUV applications.

This solution improves the extensibility of the VBS, making it easier to integrate into different models of small AUVs. The device enhances the endurance and maneuverability of the small AUVs by adjusting buoyancy and center of gravity for low-power hovering and pitch angle control.

The case describes the internal growth workshop initiative at Vedanta Group. Anil Agarwal in 1976 founded Vedanta as a scrap-metal dealership in Mumbai (then Bombay). Over the years, Anil pursued a very aggressive growth journey with a vision to create a leading global natural resource company. The principal objective of discussing this case is to understand how Vedanta introduced this initiative and how it fits within the strategic human resource management at the group.

The purpose of this study is to examine the relationship between the corporate social responsibility (CSR) performance of job-hopping executives at their former and subsequent firms.

We conduct regression analyses using a sample of firms listed on the Shanghai and Shenzhen Stock Exchanges from 2010 to 2020 to examine whether CSR performance is similar from one firm to the next as executives switch jobs.

We find a positive relationship between the CSR performance of former and subsequent firms under job-hopping executives. This relationship is the strongest in the year of the job switch; it weakens in the second year and eventually disappears in the third year. In addition, we show that this relationship benefits different CSR stakeholder groups and is contingent on executive and subsequent firm attributes and job-hopping characteristics. Furthermore, we demonstrate that firms that hire a new chief executive officer from a firm with a strong track record in CSR, the new firm experiences a significant surge in CSR performance compared with firms that do not experience such a shock.

This study has implications for executive hiring decisions.

This study extends the understanding of CSR determinants through the lens of inter-organisational ties associated with job-hopping executives.

This paper aims to study the impact of the digital transformation on the role and governance of Information Technology departements. The study focuses on banks and insurance companies because they have been allocating significant resources to managing their digital transformation.

Inductive qualitative research of an exploratory type based on the Gioia method involved face-to-face interviews at the IT departments of seven financial sector companies in France. Axial encoding of the answers, recommended by Gioia, was used to classify the raw data and structure the analysis using a graphical presentation.

Four IT governance maturity situations were determined within the financial steering and performance analysis modes of digital transformation projects. This research aimed to enable companies to position their practices within the analysis framework defined through modelled maturity situations and to help them steer their digital transformation.

A panel was composed with most of the banks in France and some insurance companies. The link was done between Digital Maturity, and Digital and IT Governance, and with the use of the graphical qualitative research using the Gioia method.

The International Integrated Reporting Council (IIRC) has promulgated the production of integrated reports to enhance transparency and encourage improved stakeholder relationships. The purpose of this study/paper is to explore how managers prioritize the needs of stakeholders and to what extent integrated reporting is associated with those stakeholder relationships.

The paper uses a case study/interpretative approach to compare the underlying motivation for the preparation of an integrated report across three case study sites from three different industry groups. Face-to-face and telephone semi-structured interviews, email correspondence and a review of the integrated reports form the basis for the data collection and analysis.

The case studies investigated for this project provide evidence that integrated reporting did motivate further stakeholder engagement to increase the organizations’ legitimacy and transparency. Overall, the authors found that the three case study organizations used the production of an integrated report to cement their place as a “leader” in their respective industry group. Moreover, managers regarded the current statutory accounts as inadequate in communicating and engaging with a broad range of stakeholders. There were elements of enhancing, defending and repairing legitimacy and managers tended to equate legitimacy with transparency.

Three case study sites were selected on the basis of producing exemplary integrated reports, and senior executives provided their views on stakeholder engagement. For the scope of this study, the stakeholders themselves were not involved in this investigation which can be viewed as a limitation.

The international IIRC Framework is built upon the notion that stakeholders are integral to assisting the organization in creating value. The outcomes of this investigation suggest that for preparers, the incumbent organization is reliant on the leadership of senior managers (inclusive of the chief executive officer) and directors to actually instigate the process. In Australia and New Zealand, given that integrated reporting is not mandatory, regulators have no influence over the scope, content and veracity of integrated reports. It seems likely that further stakeholder engagement will become intrinsic to the business model of organizations as a means to quell any notion that it is engaging in greenwashing.

The value of this paper is to contrast how three quite distinct organizations are using their integrated reports to communicate their approach to stakeholder engagement. Stakeholder salience dimensions are used to explore the importance attributed by senior managers.

The overarching objective of this paper is to examine the cause–effect relationships among building and information modeling (BIM)-related risk factors and their impact on the implementation of BIM in construction projects.

This paper draws on previous research to identify and categorize BIM-related risk factors. It then develops a system dynamics (SD) model to examine the cause–effect relationships among these factors leading to issues in BIM implementation.

The proposed SD model illustrates how nine reinforcing feedback loops provide connections between four categories of risks, namely, technical, information, legal and organizational risks and, consequently, create vicious cycles that threaten the successful implementation of BIM.

This paper is among a few studies that depart from reductionism by taking a holistic approach and demonstrating how the interactions between BIM-related risk factors lead to vicious cycles that threaten the successful implementation of BIM.