Gold nanostructures consisting of nanoblocks separated by a few nanometer‐wide gaps were fabricated, and found to exhibit strong photoluminescence due to enhancement of the optical near‐field localized in the nanogaps. The fabricated structures demonstrate a nanostructured metallic material capable of efficient photoluminescence, whose efficiency can be adjusted by tailoring the nanogap width.

Alphabetical order of authorship reflects equal contribution.Many organizational and environmental factors influence a firm's commitment to innovation. Among the organizational factors, the perceptual lens of the top management team and the team's dynamics are posited to have a significant direct impact on the firm's commitment to innovation. This study revisits the classic arguments of Hayes and Abernathy and empirically examines several of their propositions. The results clearly indicate a positive relationship between the technical orientation of the TMTaCEO and above-average R&D intensity. This effect remains even after controlling for the impact of performance in prior periods and firm diversification. Overall, these results suggest that establishing a high level of commitment to innovation will be promoted or impeded in many organizations because of the predispositions of the CEO and top management team.

A contingency fit model of critical success factors for software development projects: A comparison of agile and traditional plan-based methodologies Arthur Ahimbisibwe Robert Y Cavana Urs Daellenbach Article information:To cite this document: Arthur Ahimbisibwe Robert Y Cavana Urs Daellenbach , (2015),"A contingency fit model of critical success factors for software development projects", Journal of Enterprise Information Management, Vol. 28 Iss 1 pp. 7 -33 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -While the choices available for project management methodologies have increased significantly, questions remain on whether project managers fully consider their alternatives. When project categorization systems and criteria are not logically matched with project objectives, characteristics and environment, this may provide the key reason for why many software projects are reported to fail to deliver on time, budget or do not give value to the client. The purpose of this paper is to identify and categorize critical success factors (CSFs) and develop a contingency fit model contrasting perspectives of traditional plan-based and agile methodologies. Design/methodology/approach -By systematically reviewing the previous literature, a total of 37 CSFs for software development projects are identified from 148 articles, and then categorized into three major CSFs: organizational, team and customer factors. A contingency fit model augments this by highlighting the necessity to match project characteristics and project management methodology to these CSFs. Findings -Within the three major categories of CSFs, individual factors are ranked based on how frequently they have been cited in previous studies, overall as well as across the two main project management methodologies (traditional, agile). Differences in these rankings as well as mixed empirical support suggest that previous research may not have adequately theorized when particular CSFs will affect project success and lend support for the hypothesized contingency model between CSFs, project characteristics and project success criteria. Research limitations/implications -This research is conceptual and meta-analytic in its focus...

While the impact of divestitures on parent firms has been extensively studied, little attention has been given to the performance of the divested units. Previous research has found that spin‐offs and sell‐offs were associated with significant positive cumulative abnormal returns. However, these studies have not identified whether these benefits were expected to accrue to the divesting firm, the divested unit, or both. Specifically, this study examined the performance as autonomous firms of a sample of 51 voluntary spin‐offs by nonfinancial firms across a 6‐year period. Three accounting and financial market measures were tracked from 2 years prior to divestiture through the first three years of independence. No change in pre‐ and post‐spin‐off performances was observed except for the decline in profitability return on assets (ROA). The effect of relatedness between the parent company and the spinoff was also examined. Divested units which were unrelated to their parents prior to spinoff reported deterioration in performance. Implications for divestiture and restructuring programs are developed.

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