In this paper, we tested propositions put forward by previous studies concerning intraorganizational power against data from a study of R & D groups in large corporations. Using the individual team members as the unit of analysis, we examined both individual attributes and structural characteristics as predictors of an individual’s power to make important decisions about group. By incorporating both individual and structural variables into the explanation, we tried to construct a model of an individual’s power acquisition in a subunit of organization. We found that possession of specialized training or experience--controlling for formal hierarchical position--enhances one’s power to make decision about new work objectives of the group. Another finding was that the ability to acquire necessary outside resources has positive consequences regarding a person’s power to make decisions about work schedules as well as resource allocation of a group. Measures of centrality in networks, which we expected to have positive effects on power, are proven to have inconsistent effects.