Jamie N. Jones

The molecular structure of tetra-tert-butyldiphosphine: an extremely distorted, sterically crowded molecule

The molecular structure of tetra-tert-butyldiphosphine has been determined in the gas phase by electron diffraction using the new DYNAMITE method and in the crystalline phase by X-ray diffraction. Ab initio methods were employed to gain a greater understanding of the structural preferences of this molecule in the gas phase, and to determine the intrinsic P-P bond energy, using recently described methods. Although the P-P bond is relatively long [GED 226.4(8) pm; X-ray 223.4(1) pm] and the dissociation energy is computed to be correspondingly small (150.6 kJ mol(-1)), the intrinsic energy of this bond (258.2 kJ mol(-1)) is normal for a diphosphine. The gaseous data were refined using the new Edinburgh structure refinement program ed@ed, which is described in detail. The molecular structure of gaseous P(2)Bu(t)(4) is compared to that of the isoelectronic 1,1,2,2-tetra-tert-butyldisilane. The molecules adopt a conformation with C(2) symmetry. The P-P-C angles returned from the gas electron diffraction refinement are 118.8(6) and 98.9(6) degrees, a difference of 20 degrees, whilst the C-P-C angle is 110.3(8) degrees. The corresponding parameters in the crystal are 120.9(1), 99.5(1) and 109.5(1) degrees. There are also large deformations within the tert-butyl groups, making the DYNAMITE analysis for this molecule extremely important.

Use of a smaller counterion results in an ‘inverse sandwich’ diindium cation

Treatment of In(C 5 Me 5 ) with [(toluene)H[[B(C 6 F 5 ) 4 ] affords the salt [In(η 5 -C 5 Me 5 )In][B(C 6 F 5 ) 4 ]. X-ray analysis indicates that the cation possesses an inverse sandwich structure, one indium atom of which experiences a close contact with a meta -fluorine of a C 6 F 5 group of a [B(C 6 F 5 ) 4 ] − counterion. The other indium atom exhibits a weak η 6 -interaction with a C 6 F 5 group of a different [B(C 6 F 5 ) 4 ] − anion.

Isolation of C–H⋯C(π) complexes from the reaction of stable carbenes with hydrocarbons

Several imidazolium-hydrocarbon salts have been isolated from the reaction of stable carbenes with hydrocarbons and some of the products have been structurally characterized showing ion pair formation in the solid state characterized by the presence of well defined and transferable C-H...C(pi) interactions.

π-Indenyl tin(II) and lead(II) compounds

The syntheses and structures of the first indenyl-substituted tin(II) complexes, [Sn{1,3-(SiMe3)2C9H5}2] and [Sn(C5Me5)-{1,3-(SiMe3)2C9H5}], are described; the lead(II) analogue of the latter compound has also been prepared and structurally characterized.

An unprecedented mode of ligation for a bridged amido-cyclopentadienide (constrained geometry) ligand; π-olefinic interactions with gallium and indium

The surprising reaction of GaCl3 or InBr3 with the di-Grignard reagent [Me2Si(C5Me4)(N-t-Bu)](MgCl)2 x THF results in salts of the bimetallic anions of composition [X3M[C5Me4(N-t-Bu)]MX2]- (M = Ga, X = Cl; M = In; X = Br) in which the MX2 moiety undergoes an eta2-interaction with one of the double bonds of the localized cyclopentadienide ring.

HP: Imprinting the Global Health Sector

Hewlett-Packard (HP) had a long history of engaging in corporate citizenship, dating back to its founding. By 2009, however, under the leadership of its latest CEO, Mark Hurd, the company had lost its focus on corporate social responsibility (CSR). Hurd instead focused on undertaking a financial turnaround and overcoming other reputational challenges; he viewed CSR and philanthropic efforts as costs rather than as strategic levers. He instituted widespread cost-cutting measures to get HP back on track, including reducing CSR expenditure. The HP board, however, did not want to let CSR go by the wayside; in fact, it wanted HP to reorganize and restrategize its approach to corporate citizenship. The case focuses on this strategic transformation from traditional, cost-center CSR to business-aligned social innovation. It outlines the details of the boards approval of the new strategy, and then discusses how HP employees worked to reorganize their CSR activity. The new team, the Office of Global Social Innovation (OGSI), had to devise a pilot project to demonstrate the new approach. The project under consideration was an engagement that would improve the early infant diagnosis process for testing infants for HIV in Kenya—an area virtually unknown to HP. The case asks students to assess the work of the OGSI team thus far, and to put themselves in the shoes of one team member who had to justify the project to HPs leadership. The case is especially important for demonstrating the most recent shifts across some leading companies regarding how they position CSR, as well as how for-profit leaders can structure partnerships for impact. After reading and analyzing the case, students will be able to: understand current shifts from traditional corporate social responsibility work to social innovation; understand the challenges facing leading companies as they seek to do well (enhance the companys bottom-line performance) by doing good (making social impact); identify best practices for developing partnerships for impact; articulate a projects social impact and how it aligns with a desirable business impact.

A City's Desert: No Apples in the Big Apple? (A)

The New York City Department of Health and Mental Hygienes Physical Activity and Nutrition Program needed to come up with an innovative solution to the many health problems, such as obesity, diabetes, and heart disease that plagued residents of poorer areas in the city, while increasing economic opportunity for neighborhood residents. The result was the launching of Green Carts, a new mobile food vending initiative to support the introduction of healthier food options to residents of “food deserts” in New York City boroughs. The challenge was navigating the diverse landscape of players and engaging all of the relevant stakeholders to come up with a solution that was both feasible and sustainable. This case exemplifies the how partnership and strategic alliances can be used to have significant social impact. The beauty of this example is that it simultaneously addresses two large social issues: 1) access to healthy food options in urban food deserts and 2) creating self-employment opportunities for members of disadvantaged communities. This case also illustrates how the public sector can act as social innovators. Evaluate a complex real-world example of the types of partnership that must be formed in order to achieve scalable social impact. Use the ecosystem analysis framework provided in class to analyze the potential stakeholder groups and make recommendations about the types of partnership that should be put in place in order to maximize the effectiveness of the program.

Novel supramolecular architectures in group 13 perfluoroaryl complexes. Synthesis and structures of [AlMe(C6F5)(μ-Me)]2 and GaMe(C6F5)2

Novel supramolecular architectures are observed in the solid state structures of [AlMe(C6F5)(mu-Me)]2 (1) and Ga(C6F5)2Me (2) via pi-pi stacking between C6F5 rings and intermolecular aryl-F-->Ga interactions, respectively.

Dialkyl aluminium amides: new reagents for the conversion of C???O into C???NR functionalitiesElectronic supplementary information (ESI) available: HRMS, 1H and 19F NMR data for 1???9. See http://www.rsc.org/suppdata/cc/b2/b203693b/

A new methodology for the preparation of alpha-diimines and beta-aminoenones has been devised and represents an alternative route to these and related nitrogenous ligands bearing highly electronegative substituents.