The link between strategic contingencies and horizontal power differences in a number of different settings is examined. The intention is to explore the possibility that the nature of the link might be mediated by contextual factors, and that explanations for such mediation might require historical and cultural, as well as structural, modes of analysis. Three cases were chosen for comparative study. Data collection concentrated on exploring: 1. whether critical contingencies could be identified in each case, and 2. whether the horizontal power differences associated with these contingencies could be clearly identified. The data confirmed the presence of strategic or critical contingencies in all three cases. Moreover, these contingencies were clearly and consistently perceived and understood across the three organizations.