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Alignment Of It And Business Term Paper

Apart from the many, many statistical inaccuracies in projecting only his own experiences on an entire generation of Web users globally, this symptom he laments about is actually a function of how many multiple tasks he has going at the same time. He is a quintessential multi-tasker with board memberships, a teaching responsibility and many other commitments. He complains that Google and search engines rob humanity over time of delving deep into a given subject, leading to "shallow learning and only surface-based comprehension" (Carr, 2008). This quite frankly sounds more like a personal epiphany than a scientific fact. Perhaps Mr. Carr needs to visit with members of the TPS and see how collaboration and speed of information flows creates a much greater level of productivity and transforms knowledge itself into the competitive advantage over price (Dyer, Nobeoka, 2000). Conclusion

Arguing that search engines and...

Nick Carr's findings fall short and exemplify why solid, scientifically sound methodologies need to be relied on when evaluating the contribution of the Web to society.
Reference

Carr, N.. (2008, July). Is Google Making Us Stupid? The Atlantic Monthly, 302(1), 56-58,60,62-63.

http://www.theatlantic.com/magazine/archive/2008/07/is-google-making-us-stupid/6868 / From Mr. Carr's original post at this location:

http://www.roughtype.com/archives/2008/08/is_google_makin.php

Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.

Sources used in this document:
Reference

Carr, N.. (2008, July). Is Google Making Us Stupid? The Atlantic Monthly, 302(1), 56-58,60,62-63.

http://www.theatlantic.com/magazine/archive/2008/07/is-google-making-us-stupid/6868 / From Mr. Carr's original post at this location:

http://www.roughtype.com/archives/2008/08/is_google_makin.php

Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.
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