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Wyszukiwarka Google jako współczesny Gatekeeper

100%
Szpunar M.
Studia Humanistyczne AGH
|
2013
|
vol. 12
|
issue 2
EN
with fulltext
2
Publication available in full text mode
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Proces kształtowania się korporacji ponadnarodowej Google

63%
Boguś M.
Przedsiębiorczość - Edukacja
|
2011
|
vol. 7
128-145
EN
The formation process of any multinational corporation is driven by mechanisms of competition within global markets. In this modern era of knowledge there is an intensive development of high technology industries, mainly software, which play important roles in the various stages of processing and creation of innovative products and services. The history of Google goes back to 1995 when its founders – Sergey Brin and Larry Page met at Stanford University in California. On 7th September 1998, Google Inc. was officially incorporated. In 2001 Eric Smidt became Chief Executive Officer. In their twelve years of existence, the company maintained major development and was at the forefront of the development of software industry standards. The most profitable and constantly developing services of the corporation are the search engine, which represents more than 80% of the total search market and the advertising services such as AdWords and AdSense. However, the company diversifies its products and systematically enters into new markets in order to comprehensively meet the needs of its customers. Its diversification includes web applications, enterprise services and the market of mobile devices. The various departments of the corporation are located in 70 cities across 39 countries, usually in the capitals of these countries or, if not, in other large cities, which are associated with major public markets. The headquarters of Google is located in Mountain View, California. Most of the departments – twenty three, are located throughout North America and Europe. There are also 16 departments based in Asia. Individual countries have a varying degree of presence of Google offices, the largest being the United States with nineteen, whilst three are located in Poland, in Warsaw, Cracow and Wroclaw. Google has formed an organizational structure whose main task is to improve its competitiveness. Business development strategy is based on innovation, human potential and high quality standards and its mission is to „organize the world’s information and make it universally accessible and useful”. With an effective strategy, Google breaks records in the number of acquired companies. The Corporation has an unusual and interesting organizational culture, which, due to concern for the well-being of employees, ensures high performance. Google’s philosophy is that of developing young, talented individuals capable of self-realization, thus creating a basis for development. In 2009 Google found itself in fourth position in the ranking of “100 Best Companies to Work For” in “Fortune Magazine”. By being faithful to its philosophy and strategy for success, Google has become part of a reality, without which some cannot imagine life. As the company is constantly expanding the range of its services and introducing innovative solutions, it is reasonable to assume that the process of the corporation’s development will be maintained.
3
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Koncentracja przestrzenna działalności gospodarczej korporacji ponadnarodowej Google w latach 2006–2010

51%
Boguś M.
Prace Komisji Geografii Przemysłu Polskiego Towarzystwa Geograficznego
|
2012
|
vol. 20
54-66
EN
The predominant role played by multinational corporations comes as a result of the globalization process. In the modern era of knowledge, we observe intensive development of high technology industries, mainly computer science. The IT corporations are looking for the effective locations for their offices. This article presents an analysis of the changes in the spatial structure of the economic potential of the Google corporation in years 2006–2010.Google was established in 1998. Since then, it has developed rapidly and become a leader in computing and Internet search. 73 departments of the corporation are located in 43 countries, usually in the capitals of these countries or in rather large cities, which are associated with major public markets. The leading actors are 26 departments located in Europe and 24 departments located in the North America. The headquarters of Google is located in Mountain View, California. Individual countries have varying degree of presence of Google offices, the greatest number being located in the United States – 20, whilst 3 are located in Poland: in Warsaw, Cracow and Wroclaw.The economic potential of Google has been concentrated in three areas: the United States, the United Kingdom and other countries. In years 2006–2010, the value of profits in each area increased; the most dynamic growth was noticed in other countries. In years 2007–2010, the value of assets had the same growth tendencies. Judging by its economic potential, it is said that Google is developing rapidly, especially outside the United States. It is caused by the fact that the American market is already controlled and new markets all over the world are searched for and explored.
4
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Paradoksy i negatywne konsekwencje upraszczania oraz automatyzacji komunikacji cyfrowej

36%
Gałuszka D.
Kultura Współczesna. Teoria. Interpretacje. Praktyka
|
2019
|
vol. 104
|
issue 1
24-34
EN
Each epoch has its own technology that defines it. Nowadays these are microprocessor-based digital devices. Technological advancement enforces changes in communication methods, which in turn triggers a number of new phenomena. Another important feature that additionally distinguishes the present times are solutions based on algorithms and artificial intelligence effectively used by websites (search engines, social media), increasingly growing into the position of “non-human” partners in interaction and as sources of knowledge about the world. The author focuses on problems and social consequences of digital communication, aiming to strengthen critical attitudes towards digital technologies – often perceived as “transparent” and therefore used uncritically. Particular attention is paid to phenomena which according to the author constitute an example of information paradox which arises as a result of simplified and automated digital communication tools. In this context the text discusses: information overload, solutions based on the system of black box, changes in bonding processes and in social experiencing of certain rituals.
5

Practical Implementation of the Right to be Forgotten in the Context of Google Spain Decision

32%
Krošlák D.
Communication Today
|
2015
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vol. 6
|
issue 1
58–71
EN
The concept of the right to be forgotten has arisen from desires of individuals to live their lives without being digitally stigmatized as a consequence of a particular action performed in the past. The right to be forgotten has been recently put into practice in the European Union by the decision of the Court of Justice of the European Union in Google Spain v. AEPD and Mario Costeja González. It holds that an internet search engine operator is responsible for the processing that it carries out regarding personal information which appears on web pages published by third parties. In this respect, it sets a milestone for EU data protection regarding search engines and, more generally, in the online world. The CJ EU grants the possibility for data subjects to request search engines, under certain conditions, to de-list links appearing in the search results based on a person’s name. In this article we take a closer look at the content of the aforementioned decision of the CJ EU and provide also information as to how it is practically implemented by following the steps that have been made by European data regulation authorities and the search engines Google, Bing and Yahoo. We conclude that Google and Bing managed to implement the decision in practice by creating a webpage containing a form which an affected person can use to request the removal of a search result that is among the data protected by the directive on the protection of individuals with regard to the processing of personal data and on the free movement of such data as interpreted by the CJ EU in the given decision.
6
Content available remote

Application of common knowledge operator and disruptive thinking perspective in case of mobile operating system market

32%
Gircys A.
Perspectives of Innovations, Economics and Business
|
2011
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vol. 7
|
issue 1
21-26
EN
Paper is a case study of mobile operating systems market, where mobile operating system makers share a distributed knowledge of mobile operating system basics and different levels of information about consumer expectations. According to the basic logics, it is reasonable to expect that if it is commonly known that a choice A is better than a choice B, any agent i will prefer the choice instead of an inferior one. In case the mobile operating system makers some chose a completely different outcome which is rather based on disruptive thinking instead of common knowledge.
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