The US authors provide an important study of the power dynamics in nine global teams at GlobalTech, a software development organization. Four of the nine teams had power contests. The authors rightly conclude that discussing computer-supported cooperative work (CSCW) must look “beyond collaboration to address issues of power.” Managers, team leaders, and team members will want to review this study.

The paper begins with an overview of power in organizations and power in global teams. The researchers “found that the sources of power were more complex than simply being located at headquarters and the relative number of team members.” Having “spent approximately 18 months collecting data,” this data was analyzed using NVivo. They learned that sources of power came from access to information, access to decision makers, and being heard. Clearly this suggests management decisions that might level the field for all teams.

A page-length chart nicely summarizes the teams’ tasks, relative sources of power, and power dynamics. Power contests tended to last over a long duration and were most severe where team members “had valuable sources of power that led them to feel that they should have more power and influence.” The researchers concluded that power contests tended to be dominated by concerns over capturing work and opportunities for growth. English language skills tended to translate into more access to decision makers.

Systems supporting collaboration are crucial. Perceived opportunities for growth will reduce power contests. Hence, leaders and distant workers must have two-way communication. Consider providing growth opportunities across locations. Leaders must be able to identify the power dynamics and sources of power across teams and locations.

With a beginning abstract and a concluding list of references, this study may be quickly read and easily incorporated into existing management practices.