"Organization StructureThere are several distinctive views and descriptions of organizationalstructure found in the organization literature, it is referred to as the planning ofvarious responsibilities in order to fulfill the duties and complete the workwhich is aptly signified through the organization chart (Kackson & Morgan,1982). However, Wolf, 2002 describes it as “the architecture of businesscompetence, leadership, talent, functional relationships and arrangement(Wolf, 2002). Nonetheless, Walton defines the organization structure as thefoundation for establishing roles and positions, mechanisms for integrationand problem solving including the spans of responsibility and hierarchicalranks (Walton, 1986). Another definition of structure says “structure is theinternal differentiation and patterning of relationships”(Thompson, 1966).Thus, from the above definitions, it can be concluded that an organizationalstructure is a systematic hierarchy which defines every job-role, its functionand also establishes the reporting relationships within the organization.Mintzberg, in his work ‘Designing effective organizations’, has discussed anddescribed the various design and structure adopted by an organization. Hedetails the various patterns and factors which influence the adoption of suchstructures.He identified five basic configurations as presented in the diagram below: OrganizationStructure Simple Machine Professional DivisionalizedAdhocracy Structure Bureaucracy Bureaucracy Form Figure I: Typology of 5 Basic ConfigurationsEach of the above structures is chosen by the organizations based on variousfactors like age, area of operations, size, environment etc. (Mintzberg, 1980).It implies that there are various factors that are to be considered by theorganization before making the decision of which structure fits the best in theorganization.Organizational StrategyOrganizational strategy is an ever-evolving and ever-changing componentvital for the success and survival of the organization. It establishes the long- term goals for the organization along with determining the suitable course ofaction to achieve them and facilitate the appropriate allocation of resources(Kipley & Lewis, 2011). Thus, from the above definition, it can be observedthe organizations move ahead with a strategy. Organizational Structure & StrategyFor a long time, the organizational structure and strategy were seen asseparate processes. However, it has been established that the strategyfollows structure, while structure supports the strategy (Shapiro, 2016). As observed earlier, the structure provides the approach in which anorganization should operate in an effective and efficient manner as laid downby strategy. Thus, strategy and structure are dependent on each other. Thus,to be successful the organizations must align their structures with thebusiness goals and business strategy to be aligned with the organizationalstructure (Miles, et al., 1978).Adhocracy and Entrepreneurial InnovationIn this paper, the organization structure ‘Adhocracy’ has been adopted in thecontext of entrepreneurial innovation, to be able to demonstrate that structureis an important influence on the success of a new strategy.OrganizationStructure Simple Machine Professional DivisionalizedAdhocracy Structure Bureaucracy Bureaucracy Form Figure II: Adhocracy structure adopted in the context of entrepreneurial innovation AdhocracyThe adhocracy organizational structure refers to the structure which iscapable to quickly adapts to the environment in order to promptly meet theorganizational requirements. However, structure of this type is usually foundin the organizations which are small and young and might not still have anyresources which are technologically sophisticated (Mintzberg, 1980). Thus,this kind of firm can be supposed as ‘organic’ signifying that the firm does notfunctioning in flexible bureaucracies rather is founded on the basis ofaffiliations and flexibility of the people working within the firm (Burns & Stalker,1994). Though the business might be small and young with fairly simple procedures,it still has the potential of being dynamic, particularly in its strategy apex i.e.top level. In other words, whether the firm comprises of an individual or a littlegroup of people, top-management might be strong-willed, vibrant andperhaps, even assertive. Thus, informal organizational structures support anadhocracy structure to provide flexibility and facilitate decision-makingprocess particularly during vigorous and unstable circumstances (Mintzberg,1980). He further notes that such structures demonstrate a strong sense offlexibility and adaptability along with a sense of mission (Mintzberg, 1980).Entrepreneurial Innovation StrategyEntrepreneurial strategy is envisioned as a significant constituent of thecorporate strategy which promotes and supports the determined exploration "