Google and Corporate Governance

Paper Summary:

In this article, the writer discusses that one of the most successful online entities created since the rise of the Internet is the online search engine Google, a company that has a unique style of corporate governance, just as it has developed a strikingly different and varying business model for its search engine, its core business, and also for the many spin-offs it has instituted around that business. The writer studies the Google company and examines its corporate governance. The writer notes that Google was never the only search engine offered on the Internet, but it soon became the most popular and the most effective, so much so that the name of the company itself has become a noun used by millions of people for the very act of looking something up on the Internet. The writer points out that like many computer technology companies, Google from the first had a certain iconoclastic sense of its mission, of its relationship to its users, of its offerings, and of its form of governance.

Outline:
Introduction
Corporate Governance
Google
Google as a Public Company
Additional Businesses
Google Governance
Management Structure
Views of Governance
Conclusion

From the Paper:

"This is likely to change the way markets are governed and the roles of governments and corporate governance alike. Corporate governance will seek to maximize benefits by enhancing this flow of both capital and production methods and by accelerating all of these processes. The system developing is an open, global system, a move away from the closed, national system, and this is thought to change who bears the risk. This requires that corporate governance realize this fact and take it into account, being weaned way from the protections afforded by the closed national system they are accustomed to and toward the open, global system that is coming no matter what they might think about it. This opens many new possibilities because there is no state mechanism standing between the participant and the global market, but it also creates challenges because the participant must think through all the possibilities and will not have the security net of the past or the ability to blame a different entity for what happens."

Sample of Sources Used:

• Bylund, Anders. "All Aboard Google." The Motley Fool (6 June 2007). February 10, 2008. http://www.fool.com/investing/value/2007/06/06/all-aboard-google.aspx.
• Everett, Chad. "The Google Way." Infoworld (23 February 2004). February 12, 2008. http://web.ebscohost.com/ehost/pdf?vid=4&hid=4&sid=e2bbe58a-ff50-4544-be56-d20f347f3c1f%40SRCSM2.
• "Google Inc." Hoover's Online (2007). http://www.hoovers.com/google/--ID__59101--/free-co-factsheet.xhtml.
• "Google, Inc." International Directory of Company Histories, Vol. 50. St. James Press, 2003. Reproduced in Business and Company Resource Center. Farmington Hills, Mich.:Gale Group. 2008. http://galenet.galegroup.com/servlet/BCRC
• "Google Censors Itself for China." BBC News (25 Jan 2006). February 9, 2008. http://news.bbc.co.uk/1/hi/technology/4645596.stm.

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