Whereas the typical Japanese structure is to have a large trading company, or one of the thirteen "City Banks" fed by a number of smaller quasi-independent subsidiary firms the proposed approach is to create an enterprise composed companies that vary in size and expertise and which come from both the industrialized nations as well as developing countries. The MNE would then contract with a select number of large well established firms who would also be strategic partners, i.e. equity investors, to construct the space segments of the project. The network firm lies between market transactions and corporate hierarchies represented impart by vertical and horizontal integration strategies. The approach could also be considered a modification or extension of the consortium concept. The approach minimizes startup, personnel, and facilities costs. While preference will be given to strategic partners, as was the case in the construction of the English Channel Tunnel, there is an obligation to the other investors to maintain additional or secondary manufacturing capability of critical components and services. This is especially true for a small, rapidly growing multi-national start-up, which is highly dependent upon the cooperation of its client nations. Participation must be based on value added not "value received". Companies participating on the behalf of their government must be market oriented rather than acting as a surrogate for a rent seeking government. Globalization refers to the stage now reached and the forms taken today by what is known as "international production", namely value-adding activities owned or controlled and organized by a firm (or group of firms or a network firm) outside its (or their) national boundaries. It pertains to a set of conditions in which an increasing fraction of value and wealth is produced and distributed world-wide through a system of inter-linking private networks. These network firms are able to take full advantage of the financial globalization taking place as well as the rapid growth of Foreign Direct Investment (FDI). Networking as an organizational structure owes a lot to the fact that new technologies are less and less the result of isolated efforts by the lone inventor or individual firms. Global communications and computer assisted management technologies make it feasible to develop a network firm that straddles national frontiers and oceans. They are increasingly created, developed, brought to market through complex mechanisms built on inter-organizational relationships and linkages. These linkages possess a number of features which make the network mode a distinct organizational life form. The other author, Raymond Leonard, has proposed creating a multi-national enterprise to pursue implementing the technologies described in this paper. The proposed steps are: • Create Multi-National Networked Enterprise • Secure frequency allocations
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