Google Vs China Presentation

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5 7 As globalization continues to transform the world of business, companies that decide to expand into other countries are faced with many challenges. The markets in developing nations hold great promise; however, any company that wishes to operate in them must often overcome both relatively minor problems, such as dealing with cultural differences, as well as larger problems, such as serious human rights abuses. Google, the world’s largest internet company, has to contend with both cultural differences and human rights abuses while operating in China. An analysis of Google’s actions in China shows how creative solutions can be found to complex ethical problems. The challenges Google has faced in China primarily stem from the Chinese government’s controversial policy of censoring the internet. Censorship is currently enacted through what is officially known as the Golden Shield Project; however, in the West it is more often referred to by its unofficial nickname, the Great Firewall of China. This policy was enacted in 1998 and has drawn much criticism from Western governments and human rights organizations like Amnesty International and Reporters Without Borders (Clinton 2010; Amnesty International 2006; Reporters Without Borders 2009). Despite international pressure, the Chinese government adamantly supports the censorship, and in early 2010 it released a white paper addressing internet freedoms in China. In the white paper, the government spelled out its official policy, which is to block: [Anything] against the cardinal principles set forth in the Constitution; endangering state security, divulging state secrets, subverting state power and jeopardizing national unification; damaging state honor and interests; instigating ethnic hatred or discrimination and jeopardizing ethnic unity; jeopardizing state religious policy, propagating heretical or superstitious ideas; spreading rumors, disrupting social order and stability; disseminat- ing obscenity, pornography, gambling, violence, brutality and terror or abetting crime; humiliat- ing or slandering others, trespassing on the lawful rights and interests of others; and other contents forbidden by laws and administrative regulations. (Information Office of the State Council 2010) This policy is clearly broad enough that it gives China’s Ministry of Public Security the power to block anything it wants. The Chinese government often uses this power to quench criticism and suppress information about human rights abuses (Amnesty International 2006). In order to enforce the policy, China employs tens of thousands of people to monitor forums, chat rooms, and bulletin boards. It also filters all internet traffic coming into China from other countries and requires all internet companies in China to self-censor their content (Elgin and Einhorn 2006). Despite all of this, the Chinese government insists that “Chinese citizens fully enjoy freedom .

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Case Studies in Ethics a t D u k e U n i v e r s i t y dukeethics.org This work is licensed under the Creative Commons Attribution - Noncommercial - No Derivative Works 3.0 Unported License. To view a copy of this license, visit http://creativecom- mons.org/licenses/by-nc-nd/3.0/. You may reproduce this work for non-commercial use if you use the entire document and attribute the source: The Kenan Institute for Ethics at Duke University. Business Ethics In early 2006, search-engine giant Google struck a deal with the People’s Republic of China and launched Google.cn, a version of its search engine run by the company from within China. Launching Google.cn required Google to operate as an official Internet Service Provider (ISP) in China, a country whose Communist government requires all ISPs to self- censor, removing content that is considered illegal from search results. From a financial perspective, China represented for Google a dynamic and fast-growing, though increasingly competitive, market. Google’s decision to self-censor Google.cn attracted significant ethical criticism at the time. The company’s motto is “Don’t Be Evil,” and prior to entering China, Google had successfully set itself apart from other technology giants, becoming a company trusted by millions of users to protect and store their personal information. The choice to accept self-censorship, and the discussion and debate generated by this choice, forced Google to re-examine itself as a company and forced the international community to reconsider the implications of censorship. This case was prepared as the basis for class discussion rather than to illustrate either the effective or ineffective handling of an administrative situation. Prepared by Kristina Wilson, Yaneli Ramos, and Daniel Harvey under the supervision of Professor Wayne Norman (edited by Professor Chris MacDonald) “The Great Firewall” GOOGLE IN CHINA Case Studies in Ethics dukeethics.org2 “While removing search results is inconsistent with Google’s mission, providing no information (or a heavily degraded user experience that amounts to no information) is more inconsistent with our mission.” – Google senior policy counsel Andrew McLaughlin.”1 Introduction In early 2006, search-engine giant Google struck a deal with the People’s Republic of China and launched Google. cn, a version of its search engine run by the company from within China. Launching Google.cn required Google to operate as an offi cial Internet Service Provider (ISP) in China, a country whose Communist government requires all ISPs to self-censor, removing content that is considered illegal from search results. Such censored content ranges from political subjects such as “democracy” and “Tibet,” to religious subjects such as “Falun Gong” (a spiritual movement banned by the government) and “the Dalai Lama,” to social subjects like “pornography.” By choosing to launch Google.cn, Google seemed to be impl ...

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http://www.corporate-ethics.org BRI-1004 -2- the brutal suppression of demonstrators in China in June 1989. The same search on Google.cn provided a much smaller list and included pictures of a smiling couple in the square.2 The decision to develop Google.cn was complicated. In the words of Elliot Schrage, Google’s vice president of Global Communications and Public Affairs: [Google, Inc., faced a choice to] compromise our mission by failing to serve our users in China or compromise our mission by entering China and complying with Chinese laws that require us to censor search results.… Based on what we know today and what we see in China, we believe our decision to launch the Google.cn service in addition to our Google.com service is a reasonable one, better for Chinese users and better for Google.… Self-censorship, like that which we are now required to perform in China, is something that conflicts deeply with our core principles.… This was not something we did enthusiastically or something that we’re proud of at all.3 MacLean knew that he was perfectly prepared for his current position as director of International Business. After earning a computer-science degree, MacLean had traveled extensively, implementing information systems with an IT consulting firm. He was well-versed in the technical and cultural components of this current project. It was his first job after earning an MBA. He had worked very hard as a summer intern to get his foot in the door at Google, Inc., and landed a job offer in his second year of the MBA program. He had been working at Google for 13 months and was starting to worry about his job security. Within the organization, he did not have enough political capital to weather a storm of critiques. The congressional hearing had planted seeds of doubt in MacLean’s head about the Google in China decision. Was Google endorsing censorship by conforming to the Chinese authorities’ rules? Was Google acting as a tool for the government? Were Chinese citizens better off after Google’s decision to enter China with Google.cn? MacLean was starting to question whether the decision went against their stated mission of organizing the world’s information and making it universally accessible and useful.4 Google’s top leadership had left open the door for revising their strategy by always reminding reporters and those in the company that the decision was made based on the information currently available. The company was not afraid to revisit previous decisions. MacLean had only one day before attending a meeting where he would be queried on the development and implementation of Google’s China strategy and asked for his suggestions for future courses of action. The Senate hearing had attracted a lively audience and had generated vigorous debate. There was a lot of pressure to act, but MacLean’s instinct was to stick by his .

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