Managing groupware technologies in global virtual teams is viewed as a process of integrating technology and collaboration. This involves a continual negotiation of the team's goals, processes, and technology. We investigate organizational factors constraining this integration process, by analyzing the failure of integrating groupware into two global virtual teams within industry. We present an empirically driven interpretive case study conducted in a large distributed global organization. Based on the empirical observations, we reveal two organizational factors challenging the integration process: The importance of joint enterprise and the role of the intermediator.