Synthesis of fluorosugar reagents for the construction of well-defined fluoroglycoproteins.

2-Deoxy-2-fluoroglycosyl iodides are privileged glycosyl donors for the stereoselective preparation of 1-Nu-β-fluorosugars, which are useful reagents for chemical site-selective protein glycosylation. Ready access to such β-fluorosugars enables the mild and efficient construction of well-defined fluoroglycoproteins.We thank the European Commission (Marie Curie CIG, O.B. and G.J.L.B.), MICINN, Spain (Juan de la Cierva Fellowship, O.B.), MINECO, Spain (CTQ2011-22872BQU) and Generalitat de Catalunya (M.S.) for generous financial support. We also thank Mr. Adrià Cardona-Benages (URV) for technical assis-tance. G.J.L.B. thanks the Royal Society (University Research Fellowship), Fundação para a Ciência a Tecnologia, Portugal (FCT Investigator), and the EPSRC for funding.This is the final version of the article. It first appeared from ACS via http://pubs.acs.org/doi/abs/10.1021/acs.orglett.5b01259

Innovations in IT Organization Design: Is the Public Sector Really a Special Case?

IT organization design, consisting of IT governance (decision rights) and IT organization structure, is believed to affect organizational performance. This paper describes the IT organization design choices of the 50 U.S. state governments. Significant movement toward greater centralization was observed (particularly for IT services). States appeared to have adopted IT organization design innovations previously pioneered in the private sector, contrary to conventional wisdom founded on well-documented differences between the two sectors. Two commonly used explanations of IT organization design choices were examined for their ability to account for the unexpected findings — contingency and institutional theories. Both explanations were partially successful in explaining the results, but further theoretical development is needed to integrate those theories and more empirical research is needed to advance the field’s knowledge of IT organization design

Performance Effects of Administrative Innovations in US State Governments: A Preliminary Report on IT Management Arrangements for e-Government Success

The success of e-government is believed to depend in part on the organizational and institutional arrangements that governments enact for the management of their IT resources. This paper develops the conceptualization of IT management arrangements by considering possible interactions between two dimensions — 1) the organization of IT activities and 2) the control over decisions about IT activities (also known as governance) — for each of two categories of IT activities — IT projects (such as website development) and IT services (such as the operation of networks). In addition, the paper provides preliminary empirical evidence obtained from applying this expanded conceptualization in the context of American state governments. Many states appear to employ centralization of IT activities to offset decentralization of IT control and vice versa. Consequently, neither dimension alone provides a good characterization of governmental IT management arrangements. These findings have the potential to enhance our understanding of the barriers to, and enablers of, e-government success

Design of the IT Management Arrangements in a Post-NPM Context: An Overview of the 50 US State Governments

A recurrent call for an increased use of information technology in the public administration has been made since the beginning of the “New Public Management” wave. It has been reinforced these last years through the “digital-era governance” movement, emphasizing the important role that IT may have in the effective transformation of the public institutions and in the successful delivery of citizen-centered services. However, the success of e-government is proved not to be a direct effect of the increased use of IT, but to also depend on the organizational and institutional arrangements that governments enact for the management of their IT resources. In this context, our paper proposes to offer an updated view of the way US State Governments manage, organize, and govern their IT activities. To do so, we consider the possible interactions between two dimensions: 1) the organization of IT activities and 2) the control over decisions about IT activities (also known as governance). This analysis is made for each of two categories of IT activities: 1) IT projects (such as Enterprise Architecture implementation, website development, etc.) and 2) IT services (such as the operation of networks, the daily support services, etc.). Our empirical data indeed show that neither dimension alone provides a good characterization of governmental IT management arrangements. The latter requires an in-depth understanding of how US States appear to combine a centralization and/or a decentralization design of the organization and of the control of their IT activities. The findings that we develop through this contribution have the potential to enhance the general understanding of the barriers to, and enablers of, e-government success, and to put into perspective some insights of the new public management and digital-era governance movements concerning the use of IT in the public sector

Organizational and Institutional Arrangements for e-Government: A Preliminary Report on Contemporary IT Management Approaches in US State Governments

The success of e-government is believed to depend in part on the organizational and institutional arrangements that governments enact for the management of their IT resources. This paper develops the conceptualization of IT management arrangements by considering possible interactions between two dimensions — 1) the organization of IT activities and 2) control over decisions about IT activities (also known as governance) — for each of two categories of IT activities — 1) IT projects (such as website development) and 2) IT services (such as the operation of networks). In addition, the paper provides preliminary empirical evidence obtained from applying this expanded conceptualization in the context of American state governments. Many states appear to employ centralization of IT activities to offset decentralization of IT control and vice versa. Consequently, neither dimension alone provides a good characterization of governmental IT management arrangements. These findings have the potential to enhance our understanding of the barriers to, and enablers of, e-government success

Connecting IT Governance with Sourcing Theory: IT Centralization, Consolidation, and Outsourcing in US State Governments

This paper focuses on an apparent disconnect between the literatures on 1) the governance of IT decisions and the organization of IT activities inside organizations and 2) IT outsourcing decisions and IT outsourcing governance arrangements between client organizations and IT service providers. We hypothesize that centralization of IT activities within organizations is a necessary precondition for outcomes such as IT consolidation (leading to large cost efficiencies) and outsourcing deals and possibly also for successful consolidation and outsourcing. We investigate this hypothesis through an exploratory, mixed-method investigation of changes in IT governance arrangements and outcomes in a single, well-defined population of organizations — the executive branches of US State governments

IT Centralization and Enterprise-Wide IT Capabilities and Outcomes: A Public Sector Study

IT capabilities, including IT governance, are widely believed to affect the value organizations derive from IT. This paper focuses on what may be an important strategy for building enterprise-wide IT capabilities in large decentralized organizations: undertaking an IT centralizing reorganization to concentrate authority for IT activities and decisions at the headquarters level of an enterprise. IT centralizing reorganizations are theorized to change an organization’s IT governance in ways that promote capability development and enable enterprise-wide IT initiatives such as IT consolidation and outsourcing. These ideas are explored through a multi-method study of US state governments