The Unique Google Privacy Problem Why Google’S Forced Integrated Privacy Policy Is So Problematic
Total Page：16
File Type：pdf, Size：1020Kb
Load more
Recommended publications
-
Google to Set up Youtube Channel for Korean Pop 7 November 2011
Google to set up YouTube channel for Korean pop 7 November 2011 Commission. South Korea's Samsung Electronics uses Google's Android operating system for its popular Galaxy smartphone series. The US giant has a 15 percent share of the domestic mobile search market, the third largest after NHN's Naver and Daum, according to research data released in July. But its share of South Korea's entire Internet search Google executive chairman Eric Schmidt agreed market only accounted for 2.4 percent. Monday to set up a YouTube channel exclusively for South Korean pop music, as he began a visit aimed at (c) 2011 AFP expanding his company's presence in the country. Google executive chairman Eric Schmidt agreed Monday to set up a YouTube channel exclusively for South Korean pop music, as he began a visit aimed at expanding his company's presence in the country. The pledge came when Schmidt met President Lee Myung-Bak, Lee's office said. Schmidt agreed to bolster the overseas popularity of South Korean pop by establishing a YouTube channel and also pledged to support Internet start- up firms in South Korea, the office said in a statement. Lee called for active cooperation between Google and South Korean firms while Schmidt stressed the importance of "an open and global-oriented attitude" in developing the Internet market, the statement said. Schmidt arrived earlier in the day for talks with local telecommunications and electronics firms, including KT and SK Telecom, as well as the head of the watchdog Korea Communications 1 / 2 APA citation: Google to set up YouTube channel for Korean pop (2011, November 7) retrieved 24 September 2021 from https://phys.org/news/2011-11-google-youtube-channel-korean.html This document is subject to copyright. -
Dr. Eric Schmidt Eric Schmidt Is Founder of Schmidt Futures
Biography of Dr. Eric Schmidt Eric Schmidt is Founder of Schmidt Futures. Eric is also Technical Advisor to Alphabet Inc., holding company of Google Inc, where he advises its leaders on technology, business and policy issues. Eric was Executive Chairman of Alphabet from 2015-2018, and of Google from 2011-2015. From 2001-2011, Eric served as Google’s Chief Executive Officer, overseeing the company’s technical and business strategy alongside founders Sergey Brin and Larry Page. Under his leadership, Google dramatically scaled its infrastructure and diversified its product offerings while maintaining a strong culture of innovation, growing from a Silicon Valley startup to a global leader in technology. Prior to joining Google, Eric was the chairman and CEO of Novell and chief technology officer at Sun Microsystems, Inc. Previously, he served on the research staff at Xerox Palo Alto Research Center (PARC), Bell Laboratories and Zilog. He holds a bachelor’s degree in electrical engineering from Princeton University as well as a master’s degree and Ph.D. in computer science from the University of California, Berkeley. Eric was elected to the National Academy of Engineering in 2006 and inducted into the American Academy of Arts and Sciences as a fellow in 2007. Since 2008, he has been a trustee of the Institute for Advanced Study in Princeton, New Jersey. Since 2012, Eric has been on the board of the Broad Institute and the Mayo Clinic. Eric was a member of the President’s Council of Advisors on Science 2009-2017. In 2013, Eric and Jared Cohen co-authored The New York Times bestselling book, The New Digital Age: Transforming Nations, Businesses, and Our Lives. -
Modern Competences on the International Labor Market
Associate Professor Adam Jabło ński Head of Scientific Institute of Management WSB University in Pozna ń, Faculty in Chorzów, POLAND 6th International Week 3rd to 7th June 2019 in Viana do Castelo, Portugal ERASMUS+ training opportunities for students: a gateway to the International Labor Market Adam Jabło ński is an Associate Professor in WSB University in Poznan Faculty in Chorzow, e-mail: [email protected] . He is also President of the Board of a reputable management consulting company “OTTIMA plus” Ltd. of Katowice , and Vice-President of the “Southern Railway Cluster” Association of Katowice , which supports development in railway transport and the transfer of innovation, as well as cooperation with European railway clusters (as a member of the European Railway Clusters Initiative). He holds a postdoctoral degree in Economic Sciences , specializing in Management Science . Having worked as a management consultant since 1997, he has broadened his experience and expertise through co-operation with a number of leading companies in Poland and abroad. Adam Jabło ński is the author of a variety of studies and business analyses on business models, value management, risk management, the balanced scorecard and corporate social responsibility. He has also written and co-written several monographs and over 100 scientific articles in the field of management. Adam’s academic interests focus on the issues of modern and efficient business model design, including Sustainable Business Models and the principles of company value building strategy that includes the rules of Corporate Social Responsibility. Plan of Presentation: 1. Introduction to modern competences on the International Labor Market. -
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
1 TABLE OF CONTENTS 2 I. INTRODUCTION ...................................................................................................... 2 3 II. JURISDICTION AND VENUE ................................................................................. 8 4 III. PARTIES .................................................................................................................... 9 5 A. Plaintiffs .......................................................................................................... 9 6 B. Defendants ....................................................................................................... 9 7 IV. FACTUAL ALLEGATIONS ................................................................................... 17 8 A. Alphabet’s Reputation as a “Good” Company is Key to Recruiting Valuable Employees and Collecting the User Data that Powers Its 9 Products ......................................................................................................... 17 10 B. Defendants Breached their Fiduciary Duties by Protecting and Rewarding Male Harassers ............................................................................ 19 11 1. The Board Has Allowed a Culture Hostile to Women to Fester 12 for Years ............................................................................................. 19 13 a) Sex Discrimination in Pay and Promotions: ........................... 20 14 b) Sex Stereotyping and Sexual Harassment: .............................. 23 15 2. The New York Times Reveals the Board’s Pattern -
Shaping the Future of Digital Economy and Society Stewards
Shaping the Future of Digital Economy and Society Stewards Pierre Nanterme, Chairman and Chief Executive Officer, Accenture Natarajan Chandrasekaran, Chief Executive Officer and Managing Director, Tata Consultancy Services Ltd Jack Ma, Executive Chairman, Alibaba Group José María Álvarez-Pallete, Executive Chairman, Telefonica SA Salil Shetty, Secretary-General, Amnesty International Andrew N. Liveris, President; Chairman and Chief Executive Officer, The Dow Chemical Company Randall L. Stephenson, Chairman and Chief Executive Officer, AT&T Inc. Luis Alberto Moreno, President, The Inter-American Development Bank John T. Chambers, Executive Chairman, Cisco James C. Smith, President and Chief Executive Officer, Thomson Reuters Matthew Prince, Co-Founder and Chief Executive Officer, CloudFlare Cobus de Swardt, Managing Director, Transparency International Al Gore, Vice-President of the United States (1993-2001); Chairman and Co-Founder - Generation Investment Management LLP Philip J. Jennings, General Secretary, UNI Global Union Carl Bildt, Chair, Global Commission on Internet Governance John Green, Novelist and YouTuber, vlogbrothers, USA Eric Schmidt, Executive Chairman, Google Inc. Francis Gurry, Director-General, World Intellectual Property Organization (WIPO) Mats Granryd, Director-General and Member of the Board, GSMA Zoe Keating, Cellist and Composer, Young Global Leader Jonathan Zittrain, Professor of Law and Professor of Computer Science, Harvard University Omobola Johnson, Former Minister of Communication Technology of Nigeria; -
Artificial Intelligence, Big Data and Cloud Computing 144
Digital Business and Electronic Digital Business Models StrategyCommerceProcess Instruments Strategy, Business Models and Technology Lecture Material Lecture Material Prof. Dr. Bernd W. Wirtz Chair for Information & Communication Management German University of Administrative Sciences Speyer Freiherr-vom-Stein-Straße 2 DE - 67346 Speyer- Email: [email protected] Prof. Dr. Bernd W. Wirtz Chair for Information & Communication Management German University of Administrative Sciences Speyer Freiherr-vom-Stein-Straße 2 DE - 67346 Speyer- Email: [email protected] © Bernd W. Wirtz | Digital Business and Electronic Commerce | May 2021 – Page 1 Table of Contents I Page Part I - Introduction 4 Chapter 1: Foundations of Digital Business 5 Chapter 2: Mobile Business 29 Chapter 3: Social Media Business 46 Chapter 4: Digital Government 68 Part II – Technology, Digital Markets and Digital Business Models 96 Chapter 5: Digital Business Technology and Regulation 97 Chapter 6: Internet of Things 127 Chapter 7: Artificial Intelligence, Big Data and Cloud Computing 144 Chapter 8: Digital Platforms, Sharing Economy and Crowd Strategies 170 Chapter 9: Digital Ecosystem, Disintermediation and Disruption 184 Chapter 10: Digital B2C Business Models 197 © Bernd W. Wirtz | Digital Business and Electronic Commerce | May 2021 – Page 2 Table of Contents II Page Chapter 11: Digital B2B Business Models 224 Part III – Digital Strategy, Digital Organization and E-commerce 239 Chapter 12: Digital Business Strategy 241 Chapter 13: Digital Transformation and Digital Organization 277 Chapter 14: Digital Marketing and Electronic Commerce 296 Chapter 15: Digital Procurement 342 Chapter 16: Digital Business Implementation 368 Part IV – Digital Case Studies 376 Chapter 17: Google/Alphabet Case Study 377 Chapter 18: Selected Digital Case Studies 392 Chapter 19: The Digital Future: A Brief Outlook 405 © Bernd W. -
An Open Letter to Eric Schmidt from Mathias Döpfner Dear Eric Schmidt
An open letter to Eric Schmidt from Mathias Döpfner Dear Eric Schmidt, In your text “Die Chancen des Wachstums” (“The Opportunities for Growth”) in the Frankfurter Allgemeine Zeitung, you reply to an article which this newspaper had published a few days earlier under the title “Angst vor Google” (“Fear of Google”). You repeatedly mention the Axel Springer publishing house. In the spirit of transparency I would like to reply with an open letter to highlight a couple of things from our point of view. We have known each other for many years, and have, as you state, had lengthy and frequent discussions on the relationship between European publishers and Google. As you know, I am a great admirer of Google's entrepreneurial success. In just a few short years, starting in 1998, this company has grown to employ almost 50,000 people worldwide, generated sixty billion dollars in revenue last year, and has a current market capitalization of more than 350 billion dollars. Google is not only the biggest search engine in the world, but along with Youtube (the second biggest search engine in the world) it also has the largest video platform, with Chrome the biggest browser, with Gmail the most widely used e-mail provider, and with Android the biggest operating system for mobile devices. Your article rightly points out what fabulous impetus Google has given to growth of the digital economy. In 2013, Google made a profit of fourteen billion dollars. I take my hat off to this outstanding entrepreneurial performance. 1 In your text you refer to the marketing cooperation between Google and Axel Springer. -
Should Google Be Taken at Its Word?
CAN GOOGLE BE TRUSTED? SHOULD GOOGLE BE TAKEN AT ITS WORD? IF SO, WHICH ONE? GOOGLE RECENTLY POSTED ABOUT “THE PRINCIPLES THAT HAVE GUIDED US FROM THE BEGINNING.” THE FIVE PRINCIPLES ARE: DO WHAT’S BEST FOR THE USER. PROVIDE THE MOST RELEVANT ANSWERS AS QUICKLY AS POSSIBLE. LABEL ADVERTISEMENTS CLEARLY. BE TRANSPARENT. LOYALTY, NOT LOCK-IN. BUT, CAN GOOGLE BE TAKEN AT ITS WORD? AND IF SO, WHICH ONE? HERE’S A LOOK AT WHAT GOOGLE EXECUTIVES HAVE SAID ABOUT THESE PRINCIPLES IN THE PAST. DECIDE FOR YOURSELF WHO TO TRUST. “DO WHAT’S BEST FOR THE USER” “DO WHAT’S BEST FOR THE USER” “I actually think most people don't want Google to answer their questions. They want Google to tell them what they should be doing next.” Eric Schmidt The Wall Street Journal 8/14/10 EXEC. CHAIRMAN ERIC SCHMIDT “DO WHAT’S BEST FOR THE USER” “We expect that advertising funded search engines will be inherently biased towards the advertisers and away from the needs of consumers.” Larry Page & Sergey Brin Stanford Thesis 1998 FOUNDERS BRIN & PAGE “DO WHAT’S BEST FOR THE USER” “The Google policy on a lot of things is to get right up to the creepy line.” Eric Schmidt at the Washington Ideas Forum 10/1/10 EXEC. CHAIRMAN ERIC SCHMIDT “DO WHAT’S BEST FOR THE USER” “We don’t monetize the thing we create…We monetize the people that use it. The more people use our products,0 the more opportunity we have to advertise to them.” Andy Rubin In the Plex SVP OF MOBILE ANDY RUBIN “PROVIDE THE MOST RELEVANT ANSWERS AS QUICKLY AS POSSIBLE” “PROVIDE THE MOST RELEVANT ANSWERS AS QUICKLY -
David Balto There Can Be Little Question That Internet Search Has
Internet Search Competition: Where is the Beef? David Balto1 There can be little question that Internet search has revolutionized how we live, communicate, learn and engage in commerce. Internet search gives hundreds of millions of people access to a wealth of information heretofore unattainable. Barriers to information and communication have fallen as the Internet has become the great marketplace of ideas and commerce. Internet search must be organized as any information system. Search providers all have developed sophisticated algorithms to try to determine relevancy and order information in a timely fashion. Some firms have suggested that search is being misused as a competitive weapon. The target du jour is Google. Google‘s critics have crystallized allegations of anticompetitive conduct under the banner of ―Search Neutrality.‖2 While the allegations take many forms, they boil down to three complaints. First, it is alleged that Google has penalized certain types of websites in its search results rather than basing its results on some objective, universal concept of relevance (if there is such a thing). Second, Google‘s critics allege that Google unfairly favors its own content in its search results as part of its Universal Search. Lastly, Google‘s critics challenge Google‘s transparency with respect to its algorithm and ranking standards. The European Commission decided to give the Search Neutrality arguments more legs, as it announced on November 30, 2010 that it has opened a formal investigation of Google‘s business practices pertaining -
Marketing Your Books Online Enhance Your Website, Easily and for Free
Marketing Your Books Online Enhance your website, easily and for free Google Blogger What is it? A blog is a web journal that can be updated as often as you’d like. The most effective blog forms for presses tend to be publicity or news blogs, CEO or Publisher blogs, and author blogs. Where can I learn more? blogger.com (or do a Google search to find other free blogging tools) Google Calendar What is it? A public calendar that is easily added to your website and allows you to keep your readers abreast of readings and events. Where can I learn more? google.com/calendar Google Books for your site What is it? • Cobranded Search A search box for your homepage that searches the full text of all books you have in Google Books • Google Preview Individual book previews that can be embedded right into your website. Where can I learn more? Ask your Partner Manager for information on Cobranded Search and Google Preview. © Copyright 2009. Google is a trademark of Google Inc. All other company and product names may be trademarks of the respective companies with which they are associated. Marketing Your Books Online Drive readers to your website and books Google Books What is it? A powerful tool that displays books in response to regular Google queries. Your e-commerce site appears first among the “Buy this book” links, and because anyone with a website can embed book previews, your titles show up safely and securely all over the web. Where can I learn more? Ask your Partner Manager to fill you in on recent Google Books developments. -
Download Free Ebook
LEAD TRUE Authentic Leadership Rediscovered 2 LEAD TRUE Authentic Leadership Rediscovered © 2018 Bill George All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or oth- erwise without the prior permission of the publisher or in accor- dance with the provisions of the Copyright, Designs and Patents Act 1988 or under the terms of any license permitting limited copying issued by the Copyright Licensing Agency. 3 CONTENTS INTRODUCTION Why Discovering Your True North Matters 9 Digging Deeper into Authentic Leadership . 12 PART I A Human Centered Approach to Leadership Development 15 Authentic Leadership Rediscovered . 19 The Truth About Authentic Leaders . 24 You Won’t Make It If You Fake It . 30 Why Leaders Lose Their Way . 37 What Prince Harry’s Grief Over Princess Diana Can Teach Every Leader . .43 Courage: The Defining Characteristic of Great Leaders . 47 PART 2 Your Journey From I to We 54 Your Journey from I to We . 56 Self Awareness: Key to Sustainable Leadership . 60 Discerning the Purpose of Your Leadership . 66 The Surprising Difference Between Careerism and Leadership . 68 What’s Your Life Goal? Success or Significance? . 73 Are Leaders Losing their Humility?. .78 4 Vulnerability is Power . 83 Overcoming the Loneliness of Leadership . 86 Mindful Leadership: Compassion, Contemplation And Meditation Develop Effective Leaders . 89 PART 3 Bringing Authentic Leadership to the Workplace 101 Are You an Empowering Leader? . 102 The New Leaders: Collaborative, Not Commanding . 107 It’s Time For Boomers To Let Millennials Start Leading The Way . -
Ouellette, the Google Shortcut to Trademark Law, 102 CALIF
Preferred citation: Lisa Larrimore Ouellette, The Google Shortcut to Trademark Law, 102 CALIF. L. REV. (forthcoming 2014), available at http://ssrn.com/abstract=2195989. The Google Shortcut to Trademark Law Lisa Larrimore Ouellette* Trademark distinctiveness—the extent to which consumers view a mark as identifying a particular source—is the key factual issue in assessing whether a mark is protectable and what the scope of that protection should be. But distinctiveness is difficult to evaluate in practice: assessments of “inherent distinctiveness” are highly subjective, survey evidence is expensive and unreliable, and other measures of “acquired distinctiveness” such as advertising spending are poor proxies for consumer perceptions. But there is now a simpler way to determine whether consumers associate a word or phrase with a certain product: Google. Through a study of trademark cases and contemporaneous search results, I argue that Google can generally capture both prongs of the test for trademark distinctiveness: if a mark is strong—either inherently distinctive or commercially strong—then many top search results for that mark relate to the source it identifies. The extent of results overlap between searches for two different marks can also be relevant for assessing the likelihood of confusion of those marks. In the cases where Google and the court disagree, I argue that Google more accurately reflects how consumers view a given mark. Courts have generally given online search results little weight in offline trademark disputes. But the key factual questions in these cases depend on the wisdom of the crowds, making Google’s “algorithmic authority” highly probative. * Yale Law School Information Society Project, Postdoctoral Associate in Law and Thomson Reuters Fellow.