Abstract
Several researchers have investigated the direct impact of a firm's environmental linkages on power in an interorganizational network. These studies have generally investigated power/dependence relations among members of human service agency networks. This study examines the relationship among power, resource dependence, and extra-network linkages in a manufacturer—dealer network, utilizing a methodology that analyzes both direct and indirect effects. Results of the study suggest that dependence has a direct effect on power. Linkages to the task environment have an indirect effect on power through their relationship with dependence.
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