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Bill Gates was born on October 28, 1955 in Seattle in a family having rich business, political and community service background. His great-grandfather was a state legislator and a mayor, his grandfather was vice president of national bank and his father was a lawyer. Bill believed in achieving his goals through hard work. He also believes that if you are intelligent and know how to use your intelligence, you can reach your goals and targets. From his early days Bill was ambitious, competitive and intelligent. These qualities helped him to attain great position in the profession he chose also Bill was deemed by his peers and his teachers as the smartest kid on campus; Bill’s parents came to know their son’s intelligence and decided to enroll him in a private school, known for its intense academic environment. That was the most important decision in Bill Gate’s life where he was first introduced to computers. Bill Gates and his friends were very much interested in computer and formed “Programmers Group” in late 1968. Being in this group, they found a new way to apply their computer skill in university of Washington. In the next year, they got their first opportunity in Information Sciences Inc. in which they were selected as programmers. ISI (Information Sciences Inc.) agreed to give them royalties, whenever it made money from any of the group’s program. As a result of the business deal signed with Information Sciences Inc., the group also became a legal business.

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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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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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