Epoxy resin (EP) is a thermosetting resin with excellent properties, but its application is limited due to its high brittleness and poor flame retardancy. Therefore, to solve this problem, a dispersion system of imidazole-containing ionic liquid ([Dmim]Es) and graphene in epoxy resin is designed based on the π–π stacking effect between imidazole and graphite layers. The study on the thermal and flame-retardant properties of the composites show that the modified [Dmim]Es–graphene nanosheets improved the flame retardancy, smoke suppression and thermal stability of epoxy resin. With the addition of 5wt% [Dmim]Es and 1% Gra, the exothermic rate (HRR) and total exothermic (THR) of the composites decrease by 35% and 30.2% compared with the untreated epoxy cross-linking, respectively. The limiting oxygen index reaches 33.4%, the UL-94 test rating reaches V-0. The characterization of mechanical properties shows that the tensile properties and impact properties increased by 13% and 30%, respectively. Through SEM observation, the addition of [Dmim]Es improves the dispersion of graphene in the EP collective and changes the mechanical fracture behavior. The results show that ionic liquid [Dmim]Es-modified graphene nanosheets are well dispersed in the matrix, which not only improves the mechanical properties of epoxy resin (EP), but also has a synergistic effect on flame retardancy. This work provides novel flame-retardant and graphene dispersion methods that broaden the range of applications of epoxy resins.

The evolvement in the microstructure and electrical properties of PAN-based carbon fibers during high-temperature carbonization were investigated. The study showed that as the heat treatment temperature increases, the change of carbon fiber resistivity around 1100 °C can be divided into two stages. In the first stage, the carbon content of the fiber increased rapidly, and small molecules such as nitrogen were gradually released to form a turbostratic of carbon crystal structure. The resistivity dropped rapidly from 3.19 × 10− 5 Ω·m to 2.12 × 10− 5 Ω·m. In the second stage, the carbon microcrystalline structure gradually became regular, and the electron movement area gradually became larger. At this time, the resistivity further decreases, from 2.12 × 10− 5 Ω·m to 1.59 × 10− 5 Ω·m. During carbonization, the tensile strength of carbon fiber first increased and then decreased. This is because the irregular and disordered graphite structure is formed first. As the temperature rose, the graphite layer spacing decreased and the grain thickness gradually increases. The modulus also gradually increased.

A market-oriented culture remains a source of competitive advantage for organisations. Despite calls for an integrated research perspective on the linkage between organisational culture and market orientation (e.g., Deshpande and Webster 1989; Deshpande and Farley 2004), scholars have made limited attempts to examine the relationship between the two concepts. The objective of this study is to investigate what kind of organisational culture encourages and rewards market orientation behaviours. A structured survey was administered to 870 senior managers attending part-time EMBA programmes in prestigious business schools in China. A total of 370 completed questionnaires were returned, representing a response rate of 43 percent. The research findings suggested that different organisational cultures have different impacts on market orientation. Specifically, the results indicate that an adhocracy and a market culture facilitate the development of a market orientation, while a hierarchical culture hinders market orientation behaviours. However, the hypothesised negative relationship between a clan culture and a market orientation was not supported. This study seeks to extend the literature by responding to Deshpande and Webster ’s (1989) call for an integrated research of organisational culture and marketing. Besides its theoretical contributions, this study also offers some important insights for leaders of organisations. As organisations are driving to become more market-oriented, leaders need to understand why certain organisational cultures exist and their impact on market orientation practices. Although this research provides interesting insights on the understanding of market-oriented organisational culture, it is important to recognise the limitations of the research. Culture is a complex system of norms and values that develops over time and influences organisational processes and behaviours (Hurley and Hult 1998; Schneider and Rentsch 1988). On the other hand, time affects market orientation in a number of ways, such as lagged or cumulative effects during the implementation of a market-oriented strategy (Gauzente 2001). The inclusion of