ABSTRACT
A number of hypotheses, a few of which are measurable, have been advanced regarding the nature of interorganization relations. These range from hypotheses about determinants of problem-solving efforts and outcomes in situations involving two or more organizations to personal problems of identification in interorganization "boundary" jobs. Several of them regarding the bases and uses of power were presented in a previous paper. It is the purpose of this presentation to set forth a detailed case example involving interorganization management activities and attempt to explain events in the framework of previously expressed theory regarding ways in which an organization can make effective use of existing power relationships to improve such relationships further in the future.
