The increase of globalized manufacturing and foreign direct investments in the past decades had major implications for manufacturing firms. Intra-organizational manufacturing activities are conducted nowadays within networks of factories dispersed worldwide. The term international manufacturing networks (IMNs) established in literature to describe this phenomenon. Although the literature is rich in providing insights on how to organize single factories to be aligned with manufacturing strategy, until now, scholars neglected to investigate how IMNs need to be structured to be in line with and support a manufacturing strategy. Thus, this dissertation examined the fit between fundamental elements characterizing strategy, configuration, and coordination of IMNs. It thereby enhanced the management theory of IMNs and provided valuable information guiding managers towards an alignment of their IMNs. First, a survey was conducted to investigate the relationship between network capabilities and competitive capabilities. While competitive capabilities can be used to define the strategic emphasis of manufacturing strategy, network capabilities can be used to outline the strategic emphasis of IMNs. Understanding the linkages between both concepts helps to comprehend how IMNs can support manufacturing strategy better and to, thus, formulate well-informed strategies for IMNs. Second, a case study was conducted to investigate the linkage between centralization of decision-making of IMNs and network capabilities. The centralization of decision-making is a key issue characterizing the coordination of IMNs. The findings on the link between the two concepts help to understand better how the centralization of decision-making needs to be adjusted to promote specific network capabilities effectively. Third, a case study research strategy was followed to examine the relationship between network focus and network capabilities. Network focus is a key e.