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Though considerable research has been reported on the effects of coercive and noncoercive power sources in marketing channels, the particular effects of power sources that have been exercised, as opposed to those that remain unexercised, have not been identified. The authors summarize the findings of a research project examining these differential effects on selected variables of interest to channel managers, including power, conflict, dealer satisfaction, and channel performance.
Gaski et al. (1985) studied this question.