“…Correspondingly, channel power can be viewed as a strategy-influencing source that is oriented from one channel member to another. As a result, this concept has induced diverse measures to identify the source of intermember influences (Etgar, 1978;Frazier, Gill, & Kale, 1989;Frazier & Summers, 1986;Frazier & Rody, 1991;Hunt & Nevin, 1974) and investigations of the corresponding effects on channel member relationships (Anderson & Narus, 1990;Boyle & Dwyer, 1995;Brown, Lusch, & Nicholson, 1995;Dwyer & Walker, 1981;Frazier et al, 1989;Ganesan, 1993;Kadiyali, Chintagunta, & Vilcassim, 2000;Kim, 2000;Roering, 1977). For instance, in Frazier et al (1989), several measures, including (1) sales and profit approaches, (2) role performance models, (3) offsetting investments approaches, and (4) transaction cost analysis, are illustrated to investigate the dependence levels of channel member relationships.…”