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Thanks to the advancement of Information and Communications Technologies, the past decade has seen the rise of Born Global organizations (Rennie, 1993; Oviatt and McDougall, 1994; Karra and Philips, 2004; Zahra, 2005). Broadly defined as ‘business organizations that, right from inception, seek to derive significant competitive advantages from the use of resources and the sales of outputs in multiple countries’ (Oviatt and McDougall, 1994: 49), Born Global organizations are small, young, and internationally dispersed. While sharing the characteristics of ‘smallness’ and ‘newness’ of Small- and Medium-sized Enterprises (SMEs), Born Global organizations also bear ‘foreignness’, similar to that of Multinational Corporations (Zahra, 2005). Born Globals therefore need to strike a balance between ‘global reach’ and ‘local touch’ as in Multinational Corporations (Bartlett and Ghoshal, 1989); yet they have to do so with scare resources and organizational uncertainty similar to SMEs, and with ‘lean’ and ‘mean’ communications afforded by ICT (e.g. Sproull and Kiesler, 1986). This study is an initial attempt to untangle the combined challenges in Born Globals’ innovative way of management. Through a longitudinal case study, we aim to explore the issue of power in a Born Global’s endeavour to manage its global knowledge via technology mediation.

The Emergence of ‘Power with’: The Case of a Born Global Organization