From Google to Academia

Fuchs allocates a chapter of his book to discussing Google and its work environment. According to Fuchs, there are pressures within the company, driving everyone to maximize efficiency and meaningfully contribute to the Google network in their “own” time. This system of peer pressure motivates employees to uphold incredibly high standards. As a result, a healthy work/life balance is often jeopardized. Furthermore, Google employees are expected to take 20% of their paid time working on projects of personal interest. However, these projects ultimately benefit Google. Although these employees can take credit for having come up with a program in a CV or resume, it ultimately serves the corporate giant that is Google.

Thus far, I have simply summarized some of the key points discussed by Fuchs. Now, I am going to take these ideas and apply them to a different working environment: Academia. 

Professors are expected to make publications, much as Google employees are expected to make Google-oriented programs. There are pressures in place, such as the quest to achieving tenure, motivating employees to maximize efficiency in order to make a meaningful contribution to academia (i.e., publications). Since oftentimes extensive research, and sometimes travel, is involved in the creation of these writings, a healthy work/life balance may be jeopardized. Although professors can research areas of personal interest, it is still expected that they produce research, which ultimately benefits the image of their university. Although the professor may take credit for an article on a CV or resume, it ultimately serves the corporate giant that is the university. The university can attract more students with a more impressive faculty, thus making more money.

Furthermore, universities house their students. As such, on campus dining and exercise facilities must be available. Professors have access to these amenities, just as Google employees have access to similar services. Granted, professors may have to pay to access these services, yet they are still available. This promotes an atmosphere of working late on campus, knowing that you can take a break at the gym, or run down to the concourse for a quick burger before returning to the office. When a publication is finally achieved, the institution has another professor to proudly boast of to prospective students. (Is this pressure the reason why Fuchs was compelled to publish a bunch of work that basically says the same thing? We all know his book does that…) 

Just as being a Googler is romanticized, so is being a professor. Many people believe professors have a stress-free job; they can pick and choose when they want to be on campus and they don’t have to work the entire year to get a full year’s salary. Just as people outside of Google overlook the hard truths associated with the job, people overlook the struggles of academia. (Here is an article describing those struggles)

Although comparing Google to a university is not a perfect comparison, there is clearly some cross over. It may be fruitful to examine if Google’s tools of exploitation are apparent in other work environments.

Work Cited:

Fuchs, C. (2014). Social media: A critical introduction. London: SAGE Publications Inc.