07_Tanis

=Tanis' Page=

Thinking outloud only: Ideas for challenges for Google

1. Copy right issues - lots of law and news on this item - might be tough to tie to leadership idea 2. Maintaining focus - a couple of good articles - good connection to leadership idea 3. Spreading to China - sl older articles - 2007 ish. Good connection to leadership idea. Not sure of current status 4. Maintaining transformational leadership while expanding ( Valeria's vote I think) - not finding any scholarly articles totally relevant but will continue the search

Books & references that are interesting not necessarily ones I will use:
 * []#_ looks to have some future strategies, good base of culture and leadership commentary.
 * Gaudin, Sharon Google Risks Losing Focus Amid Expansion, // Computerworld; Jan 18, 2010; 44, 2; ABI/INFORM Global //pg. 14
 * comments that the nexus one phone google has introduced may be a risky venture given initial customer dissolutionment with confusing service processes
 * predicts face off with microsoft due to new linux platform making windows obsolete
 * notes almost every google enterprise is currently supported by it's "cash cow" the search engine and that for sustainability, these new ventures need to be generating cash

Tanis' final portion for : Google’s Future Challenges in Growth while Maintaining a Transformational Leadership Style Many facets of Google’s internal culture are consistent with transformational leadership as mentioned earlier and reflect all of the core principles of a learning organization (Daft, 2009). Contrast that with David Vise’s review of Google’s history in //The Google Story// (2008). Vise allows that the internal innovation and leadership style of Google is a great part of it’s phenomenal success, however states that “the business side of Google is more traditional than others may see” (Vise, 2005, Dec 1). Vise goes on to give examples of Google using traditional Venture Capital start up processes and likens their marketing strategy to that used by Television networks in the 1980’s where programming was provided free however the networks made their money on commercials. He compares Google to the network and the affiliates to the “Sponsored Links” on Google. Google also share their advertising revenue with those advertisers (affiliates) as T.V. networks pay affiliates to run their programming ( Vise, 2005, Dec 1 ). So while Google’s leadership direction follow an innovative bent, external business practices have a historically traditional foundation. The challenge for Google to remain a leading learning organization using transformational leadership lies in aligning its internal culture and mission with its business practices in the global market. In December 2005 at a presentation about his book, David Vise was asked if there was anything he didn’t like about Google. His reply was “Google is more closed than it needs to be” and “it says one thing and does another thus you need to watch what Google does not what Google says” ( Vise, 2005, Dec 1). He cited examples of Google being less than transparent in presenting truth in context about their market shares going from $135per share to $85per share and stating Google was a success in every way when in fact Schmidt wouldn’t admit to monies being left on the table and that this would seem to be inconsistent with Google’s motto of “Do No Evil”. Critics suggest that the increasingly complex nature of Google’s activities is forcing market adaptations which in some cases make compromises with their founding principles (Waters, 2007). It would appear that Google’s relationship to the external environment in terms of business strategies demonstrates a lack of full disclosure and shared information (Atal & Kahya, 2009) that characterizes a principle of a learning organization (Daft, 2009) and potentially violates the idealized influence principle of transformational leadership (Boerner et al., 2007). With the rapid growth of Google and it’s widening power net the public mistrust of large concentrated power structures comes to the fore (Atal & Kahya, 2009). Google has seen a turn in the tone of its press coverage and been faced with anti-privacy law suits, controversy over its business dealing with China and fierce competitive attacks from companies like Microsoft (O’brien, 2008). Vise (2005, Dec 1) suggests that this issue of trust is likely to be a growing concern in the future and intimates that to mitigate, Google must look to creating the same congruence in their public dealings as their leadership has created internally with a culture of innovation. In part he concedes that they have begun this by actually changing the way the globe does searches and have influenced the individual’s choices in managing online time (Vise, 2008). The challenge comes in changing a global and corporate culture and doing it in a way that is consistent with transformational leadership. Hamilton, Knouse and Hill (2009) suggest Google’s partially censored product launched in China, displays a potentially viable future model for cross cultural ethics. Google’s notifying Chinese citizens of the search elements being censored may bring impetus for “citizens to pressure their government for an end to censorship” (Hamilton, Knouse & Hill, 2009, p. 153). In a very real sense Google’s appeal to transparency is playing true to its goal of “not being evil” (Dan & Haddow, 2008) and modeling elements of intellectual stimulation inherent in transformational leadership (Boerner et al., 2007). Tanis’ References; Atal, M., & Kahya, D. (2009, August 24). Is Google evil? //New Statesman//, 21-24. Daft, R. L., & Armstrong, A. (2009). //Organizational theory & design.// Nelson Education Ltd.: Toronto, ON. Dann, E., & Haddow, N. (2008). Just doing business or doing just business: Google, Microsoft, Yahoo! And the business of censoring China’s internet, //Journal of Business Ethics//, 79, 219-234. doi: 10.1007/s10551-007-9373-9 Hamilton, J. B., Knouse, S. B. & Hill, V. (2009). Google in China: A manager-friendly heuristic model for resolving cross-cultural conflicts, //Journal of Business Ethics//, 86, 143-157. doi: 10.1007/s10551-008-9840-y

O’brien, K. J. (2008, November 18). Privacy laws trip up Google’s expansion in parts of Europe, //New York Times//, p. B8. Retrieved from http://login.ezproxy.library.ualberta.ca/login?url=http:

Vise, D. A. (2008). //The Google story//. Bantam Dell: New York, New York.

Waters, R. (2007, September 20). Growing Google searches for balance, Financial Times London//, p.1. Retrieved from http://login.ezproxy.livrary.ualberta.ca/longin?url=http:// proquest.umi.com/pqdweb?did=1339603091&sid=6&Fmt=3&clientld=12 301&RQT=309&VName=PQD I cited Salter et al which Valeria has already referenced so didn’t add here; Same with the Boerner reference that you used for 4 components of transformational leadership.