The issues of open innovation such as the patterns of technology alliances are extensively discussed in recent years. However, few studies addressed the issues of the relation technological complexity and managerial alignment modes. Therefore, the study used empirical analysis and observed UMC's 1993 ~ 2015 event records (from M.O.P.S.) to understand the firm's technological networks and patterns of innovation. The purpose of this paper attempts to explore and discuss: (1) a large innovative company relies heavily on open innovation modes; (2) a large innovative company would like to adapt its open innovation modes, CVC investment, to face environmental and technological complexity; and (3) a large innovative company would like to align its management regimes with the specific modes utilized by specific activities, i.e. exit.