Individuals within organisations are increasingly interacting in ways that do not conform to formal hierarchies, but are aligned to informal networks of relationships alongside a growing reliance on knowledge assets. It is the organisational hierarchical structures of power and culture of control that are constraining and inhibiting the performance of these knowledge workers. This research aims to develop a deeper understanding of the impact of organisational structures on the collaborative relationships of software development project team members where these teams are operating across formal organisational boundaries.