Application of nonlinear feedback control theory to supermaneuverable aircraft

Controlled flight at extremely high angles of attack, far exceeding the stall angle, and/or at high angular rates is sometimes referred to as supermaneuvering flight. The objective was to examine methods for design of control laws for aircraft performing supermaneuvers. Since the equations which govern the motion of aircraft during supermaneuvers are nonlinear, this study concentrated on nonlinear control law design procedures. The two nonlinear techniques considered were Nonlinear Quadratic Regulator (NLQR) theory and nonlinear dynamic inversion. A conventional gain scheduled proportional plus integral (P + I) controller was also developed to serve as a baseline design typical of current control laws used in aircraft. A mathematical model of a generic supermaneuverable aircraft was developed from data obtained from the literature. A detailed computer simulation of the aircraft was also developed. This simulation allowed the flying of proposed supermaneuvers and was used to evaluate the performance of the control law designs and to generate linearized models of the aircraft at different flight conditions

Chief Information Officer Influence: An Exploratory Study

Effective initiation and execution of IS/T projects and systems has become a critical core competence for many organizations. One key to this is the influence of the senior executive responsible for IS/T, often called the Chief Information Officer (CIO). This paper explores the notions of influence and influence behaviors, top executive influence behaviors, how CIOs influence peers in the top management team, and reports the findings from an exploratory study. Contrary to some of the extant literature, the findings suggest that CIO influence can vary both in terms of how it is utilized and its effectiveness. Furthermore, CIO influence is exercised for the initiation of information systems projects, the implementation of these projects, and on overall business strategy. The paper concludes with a series of observations that summarize the findings

CIOs\u27 Influence on Business Strategy Formulation and Realization

This paper examines chief information officers\u27 (CIOs\u27) influence on the IT component of business level strategy formulation and realization. A literature review summarizes definitions of power and organizational politics and reviews the ways the (IS) literature has treated these concepts. A research model, with specific research propositions, is then presented. The model contends that CIO influence is: 1) derived from many sources (e.g. inclusion in the top management team, level of IT expertise etc.), 2) used to shape the IT component of business strategy formulation, and 3) used to ensure the IT component of business strategy is realized

Linear and Non Linear Effects on the Newtonian Gravitational Constant as deduced from the Torsion Balance

The Newtonian gravitational constant has still 150 parts per million of uncertainty. This paper examines the linear and nonlinear equations governing the rotational dynamics of the torsion gravitational balance. A nonlinear effect modifying the oscillation period of the torsion gravitational balance is carefully explored.Comment: 11 pages, 2 figure

How CIOs Can Effectively Use Influence Behaviors

To accomplish their objectives, Chief Information Officers (CIOs) must rely on their abilities to influence members of top management. Effective use of influence behaviors can make the difference between successful and less successful CIOs. But aspiring senior managers are rarely formally taught how to influence others. They learn informally on the job. This article explores influence behaviors and their appropriate use by CIOs. It first describes 11 common influence behaviors—rational persuasion (logical arguments), apprising (emphasizing expected benefits), inspirational appeal, consultation, collaboration, personal appeal, ingratiation, exchange, legitimating (connected to precedent), coalition (asking others to persuade), and pressure. Then this article discusses which of the 11 are most effective in four scenarios that CIOs face: when the CIO is viewed either as a true peer of top management or as a supportive subordinate, and when the CIO is presenting either a high-stakes strategic initiative or a lower-stakes incremental one

CIO Lateral Influence Behaviors: Gaining Peers\u27 Commitment to Strategic Information Systems

In order to develop and bring to fruition strategic information systems (SIS) projects, chief information officers (CIOs) must be able to effectively influence their peers. This research examines the relationship between CIO influence behaviors and the successfulness of influence outcomes, utilizing a revised model initially developed by Yukl (1994). Focused interviews were first conducted with CIOs and their peers to gain insights into the phenomenon. A survey instrument was then developed and distributed to a sample of CIO and peer executive pairs to gather data with which to test a research model. A total of 69 pairs of surveys were eventually used for data analysis. The research model was found to be generally meaningful in the CIO–top management context. Furthermore, the influence behaviors rational per- suasion and personal appeal exhibited significant relationships with peer commitment, whereas exchange and pressure were significantly related to peer resistance. These results provide useful guidance to CIOs who wish to propose strategic information systems to peers