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The purpose of this paper is to conceptualize and operationalize the concept of market-sensing capabilities and analyze its relationship with new product development (NPD) success and organic organizational structures. To the authors' knowledge, past measures of market-sensing capabilities have never included opportunity interpretation, through business experience and organizational articulation, as part of the concept.

Based on a sample of over 180 small and medium-sized enterprises (SMEs), market-sensing capabilities constructs and their relationships were tested through academics' and managers' perceptions. The measure was tested using confirmatory factor analysis (CFA).

Findings reveal theoretically sound constructs based on four underlying market-sensing capabilities components: analytical processes, customer relationship, business experience and organizational articulation. Results demonstrate reliability, convergent, discriminant and nomological validity. All four dimensions are positively associated with NPD success and are more likely to appear in organic organizational structures.

The resulting instrument provides managers with a valuable tool to measure firms' abilities to address environmental uncertainty. By using this instrument, managers can assess internal organizational structures and resources allocated to sensing capabilities. By developing sensing capabilities, managers might ultimately influence their NPD strategy. Findings also reveal that sensing capabilities are positively and significantly associated with organic organizational structures.

Existing sensing capabilities measures are focused on environmental scanning, and the essence of the concept is not fully expressed by the traditional measures of analytical processes and customer relationship. The authors' new measure includes opportunity interpretation through business experience and organizational articulation.

The purpose of this paper is to discuss characteristics of organic food value chain governance and policy tools that can increase the supply of good quality of agri-products.

This paper discusses a national organic food supply system in China, identifying the link between an organization form with a social confidence crisis and information asymmetry as the main challenges. It develops an analytical model of the market structure of organic certification based on the contract theory, which considers the certification incentive driven by both farmers and processors. Two cases of raw milk producers and processors provide empirical data.

The argument which is brought forward is that product information asymmetry together with strict requirement for ensuring organic food integrity brings the organic milk value chain into a highly integrated organization pattern. A tight value chain is effective in the governance of organic food supply chain under third party certification (TPC), while a loose value chain discourages producing organic products because of transaction costs. TPC is found to be a positively correlation with a tight value chain, but it brings high organizational cost and it raises cost for consumers.

This is the first paper discussing the governance of organic food value chain in Chinese milk industry.

The purpose of this paper is to investigate the influence of competitive strategies and organizational structure on hotel performance and to explore whether organizational structure has a moderating effect on the relationship between competitive strategies and hotel performance.

This study employed a causal and descriptive research design to determine the cause‐and‐effect relationships among competitive strategies, organizational structure, and hotel performance based on previous studies. A 28‐question self‐administered questionnaire comprising three sections was employed. The target population for this study was US hotel owners and general and executive managers whose e‐mail addresses were listed on a publicly available database. A census survey was carried out and e‐mails were sent to all of the hoteliers listed in the database.

The results show a competitive human resources (HR) strategy to have a direct impact on a hotel's behavioral performance, and a competitive IT strategy to have a direct impact on a hotel's financial performance. Organizational structure is found to have a moderating effect on the relationship between both of these strategies and behavioral performance, a result similar to those reported by Jogaratnam and Tse and by Tarigan. However, the results of the current study show that organizational structure has no influence on the relationship between a brand image strategy and a hotel's behavioral performance, nor does it have any moderating effect on the relationship between a hotel's financial performance and its competitive brand image, HR or IT strategy.

When hoteliers face an uncertain environment, they need to select which form of organizational structure to adopt with care. Hotels that adopt an organic structure allow greater flexibility in the workplace, meaning that they may lose control of their employees and productivity. A mechanistic organizational structure, in contrast, gives hoteliers the power to monitor employee behavior and productivity, which may help them to achieve goals and boost financial performance.

The paper provides further evidence of how competitive HR and IT strategies help to explain hotel performance, whereas a brand image strategy and organizational structure are not good explanatory factors in this regard. Hotels with a mechanistic such structure enjoy a greater relationship between a competitive HR strategy and behavioral performance than their organically structured counterparts. With regard to IT strategic implementation, in contrast, hotels with an organic structure enjoy superior behavioral performance to those with a mechanistic structure.

The aim of this paper is to determine what type of organizational structure provides appropriate conditions for the development of organizational learning.

The approach is a research model, which is based on research within the field, using a formative conceptualization for organizational learning.

The framework makes clear that organizational learning varies according to the kind of structure (organic and mechanistic). The study of the different design variables (specialization, formalization, autonomy, centralization and indoctrination) allows us to deepen our understanding of different organizational learning implications.

Organic structural profile helps favour organizational learning and greater knowledge creation rather than mechanics profile. The critical variables that facilitate learning are centralization and indoctrination.

The article responds to the need to provide empirical evidence about the influence of organizational structure on organizational learning, advancing in the measure of this emergent field of management research, using this formative conceptualization.

The paper proposes a model that will enable us to go deeper into the study of organizations, bringing forth a framework that will allow us to make many propositions explicit and thus provide a contrast to the alignment theory. We test the model in the Spanish hotel industry. We have been able to identify the internal processes and behavior that fit into each strategic pattern, which go deeper into the process of putting each strategy into practice (first objective: first set of hypotheses). Furthermore, the analysis of the internal processes and behavior that bring about the different degrees of effectiveness in each strategic type makes it possible to build or maintain the complementary nature of business strategy and internal process, and guarantee its success (second objective: second and third sets of hypotheses).

PART V Organic chemistry textbooks. Twenty textbooks of organic chemistry are considered in this part of the review and the organic sections of the syllabuses of three GCE Boards are analysed.

Intrapreneurs are those employees who identify and pursue opportunities in a firm. By pursuing these opportunities with new products, services or processes, intrapreneurial employees may influence the strategic direction of the firm, a process called intrapreneurial strategy-making. Little consideration has been given to how small firms may use this process to improve performance. To this end this paper describes the results of an empirical study conducted with 454 small firms. Analysis of the data indicates that intrapreneurial strategy-making has a significant positive relationship with firm performance, depending on the size of the firm, its organizational structure and the dynamism of the environment. It further shows that differentiation strategies may mediate this relationship.

The purpose of this study is to test the entrepreneurial orientation organization structure‐performance link within the context of the Asian hotel industry.

Performance was designated as the dependent variable while strategic posture and organization structure were considered the independent variables. Correlation and regression analysis were adopted to test relationships.

Results suggest that entrepreneurial strategic posture is positively associated with performance. Contrary to expectations, organic structures were negatively associated with performance. The study findings are in support of previous researchers who have suggested that western theories are not easily generalized to a non‐western context.

The cross‐sectional approach adopted in this research does not capture the effects of strategy‐structure alignment over time. The external validity of the results is also limited due to the geographically focused nature of the study sample.

This study offers useful insights for hoteliers based on empirical evidence.

The purpose of this paper is to jointly analyse external adjustment (environment‐strategy) and internal adjustment (strategy‐structure), and their influence on firm performance in a set of small and medium enterprises (SMEs) of a European‐Mediterranean region in order to check whether models mainly validated in US firms are applied in this context.

Following a quantitative methodological approach, a survey was applied to a sample of 91 SMEs of Alicante (Spain) from different industries in order to contrast nine hypotheses. Various statistical procedures were used, such as cluster analysis and analysis of variance (ANOVA). Moreover, external and internal adjustment indices have been created.

Findings show that traditional theoretical models are not exactly applicable in a context of European‐Mediterranean SMEs. Cost leadership strategy is not associated with a favourable environment, and innovation differentiation strategy is not associated with organic structures. The relationship between adjustment and performance is partially confirmed.

The caveats normally associated with survey methods apply, as do those related to the use of cross‐sectional and managerial perceptions data. Besides, the findings are limited to SMEs.

Implications for SME managers regarding the fit between environment, strategy, structure and its effect on performance are addressed. The results can serve as guidelines that will help managers in the formulation and adoption of their strategies.

The interest of this paper is that two issues often treated separately are now jointly analysed: internal and external adjustments. Moreover, it supplies empirical evidence of these issues in a European‐Mediterranean region, in which no similar studies have been carried out until now.

The purpose of this paper is to investigate the effect of [6,6]-phenyl-C61-butyric acid methyl ester (PCBM) on improvement of physical and electrical properties of vanadyl phthalocyanine derivative. The correlation between the physical characteristics of the active layers, comprising vanadyl 2,9,16, 23-tetraphenoxy-29H,31H-phthalocyanine (VOPcPhO) and PCBM, and the electrical properties of metal/organic/metal devices have been studied. The use of soluble vanadyl phthalocyanine derivative makes it very attractive for a variety of applications due to its tunable properties and high solubility.

The sandwich type structures Al/VOPcPhO/Al and Al/VOPcPhO:PCBM/Al were fabricated by spin casting the active organic layers between the top and bottom (aluminum) electrodes. The stand-alone (VOPcPhO) and composite (VOPcPhO:PCBM) thin films were characterized by X-ray diffraction, atomic force microscopy, UV/Vis and Raman spectroscopy. The electronic properties of the metal/organic/metal devices were studied using current-voltage (I-V) characteristics in dark at room temperature.

The values of barrier height for Al/VOPcPhO/Al and Al/VOPcPhO:PCBM/Al devices were obtained from the forward bias I-V curves and were found to be 0.7 eV and 0.62 eV, respectively. The present study indicates that the device employing VOPcPhO:PCBM composite film as the active layer, with better structural and morphological characteristics, results in reduced barrier height at the metal-organic film interface as compared to the one fabricated with the stand-alone film.

It is shown that doping VOPcPhO with PCBM improves the crystallinity, morphology and junction properties.

The spin coating technique provides a simple, less expensive and effective approach for preparing thin films. The soluble VOPcPhO is conveniently dissolved in a number of organic solvents.

The physical properties of the VOPcPhO:PCBM composite thin film and the electrical properties of the composite thin-film-based metal/organic/metal devices have not been reported in the literature, as far as our knowledge is concerned.