“…In line with studies on power in SCM, SAF approach suggests most of the time power is exercised in indirect and implicit fashion, with situations of coercion and explicit demonstrations of power being relatively rare and usually seen as harmful (French & Raven, 1959;Cox, 2001;Benton & Maloni, 2005;Ireland & Webb, 2007;Zhao et al, 2008). In the case of automobile chains studied by Rachid et al (2006), for example, this is reflected in the pervasive influence of the most powerful firms in the internal management practices of the others. As authors notice, their practices are seen as a reference by smaller companies, inspiring them, what may be seen as a sophisticated influence.…”