技術日益複雜，企業紛紛透過和外部組織合作形成聯盟或網絡，以學習或取得創新所需的資源和能力。許多研究已探討網絡的成因及網絡特質與績效的關係，但較少探討創新網絡中成員的組成和管理的課題。本研究以多國公司為焦點，探討多國公司創新網絡構形(如成員的組成與聯結程度)，以及多國公司對創新網絡採取的網絡管理機制之內涵等課題。 本論文包括兩個研究，均採用多重個案研究法，探討前述課題。研究一選擇四家多國公司，以廠商基礎的網絡為主要分析單位。本研究從內部網絡研發子公司家數多寡(反映研發策略集權程度)與外部網絡成員家數多寡(反映開放創新的程度)兩構面，提出多國公司創新網絡之分類架構。研究發現技術多樣化程度、產品多樣化程度與國際化程度，會影響創新網絡的類型。多國公司採取多重機制來管理網絡，而創新網絡類型會影響網絡管理機制的正式化程度。 研究ㄧ發現多國公司創新網絡成員組成會隨著專案而異，於是研究二改以專案基礎的網絡為主要分析單位，選擇ㄧ家多國公司三十餘個新產品發展專案為個案，進一步探討專案網絡構形。本研究從參與NPD專案的海外子公司家數多寡(反映各NPD專案研發集權程度)與外部網絡成員家數多寡(反映開放創新的程度)兩構面，將多國公司專案網絡分類。研究發現NPD專案重要性、新穎性與技術複雜度，會影響專案網絡類型。而多國公司很重視選擇網絡成員與劃分網絡成員工作範疇兩種網絡管理機制。 總結而言，與過去的研究相較，本論文的研究系絡涵蓋權益關係與非權益關係的組織間網絡，能更完整的探索多國公司創新網絡的全貌。本論文的研究發現對於多國公司創新網絡成員組成及網絡管理機制，也提供了理論與實務上的建議。此外，本論文採取兩種分析單位研究創新網絡，發現以專案網絡為分析單位能更深入探索創新網絡之內涵。故建議後續研究者以專案網絡為分析單位，進行網絡管理相關研究。 / Multinational corporations (MNCs) can innovate with external organizations by forming innovation networks. Previous studies focus more on the motives or outcomes of innovation networks but pay less attention to configurations of innovation networks such as the members involved. Taking the perspective of an MNC, in this thesis we explore how innovation networks are configured and how these networks are managed. The thesis consists of two studies using multiple cases study approach. The first study explores the configuration of firm-based innovation networks. We provide a typology of different forms of firm-based networks, with one axis representing degree of R&D subsidiaries joining innovation activities. The other axis represents the extent of external firms joining innovation activities. Through in-depth interviews, we find that degree of technical diversification, product diversification and internationalization will affect forms of firm-based innovation networks. MNCs adopt multiple mechanisms to manage networks. The forms of innovation networks will influence extent of formal mechanisms adopted. The second study explores the configuration of project-based innovation networks. We also provide a typology of different forms of project-based networks, with one axis representing number of subsidiaries joining innovation project. The other axis represents the number of external firms joining innovation project. We find that importance of projects, newness of projects and complexity of technology will affect forms of project-based networks. MNCs usually manage innovation networks by selecting members of project-networks and dividing the scope of cooperating with members. Comparing with past research, the context of this thesis contains of internal (equity based) and external (non-equity based) networks. These findings make contributions to the literature on MNCs’ innovation network by advancing our understanding about the configuration of innovation networks. Furthermore, we suggest some mechanisms for MNCs to manage networks. Some practitioners as managers and R&D leaders can draw useful implications from this study.