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The purpose of this study is to improve the surface electrical conductivity and corrosion resistance of AISI430 stainless steel (430 SS) as bipolar plates for direct formic acid fuel cell (DFAFC).

The niobium diffusion layers have been successfully synthesized on 430 SS substrate by the plasma surface diffusion alloying technique under different diffusion alloying time.

The surface morphology of Nb-modified 430 SS prepared under the diffusion alloying time of 2 h is more homogeneous, relatively sleek and compact without surface micropore and other common surface blemishes. The potentiostatic and potentiodynamic polarization measurements manifest that Nb-modified 430 SS prepared under the diffusion alloying time of 2 h enormously ameliorate the corrosion resistance of bare 430 SS compared with other Nb-modified 430 SS samples and its corrosion current density is maintained at −1.4 µA cm⁻² in simulated anodic environment of DFAFC (0.05 M H₂SO₄ + 2 ppm HF + 10 M formic acid at 50 °C).

The effect of diffusion alloying time on the corrosion resistance and surface conductivity of Nb-modified 430 SS has been carefully studied. The Nb-modified 430 SS samples prepared at the diffusion alloying time of 2 h have the best surface electrical conductivity and corrosion resistance in the simulated anodic environment of DFAFC.

The paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been considered as organizational variables. The study also aims to shed light on the implementation horizontal strategy in conglomerates.

A survey was carried out with 122 conglomerate firms for examination. These companies were chosen to be of different sizes and sectors. The multiple regression analysis was utilized to analyze the data.

The results reveal that conglomerate firms also have a horizontal strategy. Additionally, organizational cultural dimensions namely, collectivism, clan culture, market culture and long-term orientation; formal and informal relationship; and horizontal organization structure (HOS) have positive and significant relationship with horizontal strategy. No significant relationship was found between uncertainty avoidance and adhocracy culture, and horizontal strategy.

The major contributions of this study are explicitly identified as horizontal strategy exists in the conglomerate firms where the few organizational variables play a significant role in horizontal strategy implementation.

This study has been done in an effort to make supporting guidelines to fill the gaps in conglomerate firms. This study offers an effective role of cultural dimensions and structure as drivers of horizontal strategy implementation, and this study spells out and extends the literature and proposes a conceptual framework.