【正文】 d, forces underline this trend. First, with the increasing rate of technological change being experienced today and the constant introduction of new products, the tasks of marketing bee more plex and, as Alderson[8] has argued: “The more plex the marketing task bees the more necessary it is for a channel to operate as an integrated whole in order to attain efficiency”. Channels cannot operate as integrated wholes without effective cooperation and coordination between their members. The second force concerns the changing nature of the environment which channels are facing in the 1970s. In a general context, Emery and Trist [9] have pointed out that the type of environment increasingly facing anizations of all kinds is such that no longer can individual anizations cope effectively by themselves. One aspect of this is the situation of the anizations prising a distribution channel. The rise of consumerism and the increasing concern being given to man’s effects on his natural environment create problems with which individual anizations cannot cope alone. Partly, these problems can be met by better cooperation and coordination between anizations in distribution channels. However, these environmental changes also suggest the need for some degree of cooperation and coordination between whole channels. These two forces increase the importance of the study of power because cooperation and coordination require some form of power structure. Having established the critical importance of power considerations in channels in particular, the use of power by firms, the discussion moves on to consider in detail the firm’s use of power. This is an area that has been strangely neglected in the literature, which has been mainly concerned with the sources of power and its distribution in channels. In particular, the discussion centers on the factors affecting the nature and extent to which power will be exerted in a given situation, the factors affecting the oute of any such exertion and, lastly, the nature of feedbacks produced by the use of power. First, however, a short digression on the various methods of using power would seem appropriate. Methods of using power Most methods of influence discussed in the literature are capable of being formulated in terms of two broad types: the setting up of rewards or positive sanctions for pliance。 在這種相互依賴中產(chǎn)生的一些合作的渠道成員和合作活動(dòng)的協(xié)調(diào)行動(dòng)。 更確切地說(shuō)，渠道成員的權(quán)力來(lái)影響決策或行為（無(wú)論是故意與否），是由該渠道的組織和行為來(lái)維護(hù)有序的機(jī)制。 在一般情況下，恰當(dāng)?shù)乜偨Y(jié)任何系統(tǒng)權(quán)力的作用：“權(quán)力支持社會(huì)的基本秩序，其中的社 會(huì)團(tuán)體，每當(dāng)有秩序。此外，權(quán)力的研究是提高作為有效的合作和共同成長(zhǎng)的渠道成員之間需要協(xié)調(diào)的重要性，兩種基本的，雖然不一定無(wú)關(guān)，團(tuán)隊(duì)強(qiáng)調(diào)了這一趨勢(shì)。在一般情況下，金剛砂和特里斯特 [9]指出，日益面臨的環(huán)境類型的各類組織是這樣的個(gè)別機(jī)構(gòu)不再能有效地應(yīng)付自己。然而，這些環(huán)境的變化也表明，對(duì)于一些合作和合作關(guān)系需要整個(gè)渠道的協(xié)調(diào)程度。特別是，討論了影響因素的性質(zhì)和程度的權(quán)力中心，將在特定情況下產(chǎn)生的因素影響的結(jié)果，任何此類消耗，最后是由權(quán)力的性質(zhì)產(chǎn)生的反饋。 設(shè)立獎(jiǎng)勵(lì)或積極制裁 該設(shè)置，如增加銷售額或利潤(rùn)的經(jīng)濟(jì)回報(bào) 是一種形式，很可能是在渠道方面非常重要。供應(yīng)商，通過(guò)其專業(yè)知識(shí)，或許可以提供有價(jià)值的信息或培訓(xùn)，這使得后者以提高性能，從而獲得獎(jiǎng)勵(lì)。此外，負(fù)面的制裁可以是間接的，一 個(gè)這樣的例子是隱瞞信息或者提供虛假誤導(dǎo)性資料。影響力唯一的方法是當(dāng)一個(gè)公司不容易在這兩種類型的術(shù)語(yǔ)解釋時(shí)，而不是它的權(quán)力來(lái)控制別人，直接運(yùn)行就可以了，例如：當(dāng)一家企業(yè)控制另一的信息供給，雖然不是直接發(fā)送信息。 貝爾指出在一些部分文獻(xiàn)中的傾向，限制了行使權(quán)力“ ...一個(gè)面對(duì)面情況下的權(quán)益和改變或不改變其目前的行為顯然是成本在影響者的概述“。必須認(rèn)識(shí)到，一個(gè)公司有意識(shí)地利用其權(quán)力并非總是必要的。如果涉及已知的的獎(jiǎng)勵(lì)，那么最好的行為是使用這種權(quán)力得到最大凈增益，即回報(bào)減去成本。一般來(lái)說(shuō)，它是可以預(yù)期，更重要的是一家公司到另一個(gè)更大的回報(bào)將是影響它的預(yù)期。但是，如果 A 和 B 不同意，那么 A 將需要使用它的權(quán)力去改變 B 的行為：權(quán)力不體現(xiàn)在開(kāi)放本身，直到?jīng)_突的可能性出現(xiàn)了：它的表面，作為一種飄忽不定的狀態(tài)，即一部分，當(dāng)早期的關(guān)系正在談判，如經(jīng)常出現(xiàn)的情況，當(dāng)一個(gè)持續(xù)的關(guān)系正在重新談判。如果一種方法選擇需要設(shè)置獎(jiǎng)勵(lì)或懲罰時(shí)，這會(huì)涉及一定的直接成本影響因素，關(guān)于建立不同程度的制裁?？赡芘懦谑褂靡粋€(gè)權(quán)力的方向，如果只是因?yàn)槿藗冴P(guān)注給定時(shí)間在有限的范圍內(nèi)在他人使用一個(gè)權(quán)力。例如，如果一個(gè)企業(yè)以消耗資源，設(shè)立一些獎(jiǎng)勵(lì)或懲罰，它可能會(huì)減少其資源存量，使得它無(wú)法建立獎(jiǎng)勵(lì)和 /或未來(lái)的處罰。但是其他權(quán)力的來(lái)源沒(méi)有真正影響他們的使用，甚至可能會(huì)通過(guò)使用增強(qiáng)。如果一個(gè)企業(yè)是被迫做很多事情，沒(méi)有打算這樣做，這可能會(huì)影響到何種程度的公司愿意合作，在未來(lái)的情況下運(yùn)作。 3141 頁(yè)