The examination of channel operations has traditionally been through the, “Channel Power,” stream of literature (Hunt and Nevin,, 1974; Etgar, 1978; Brown and Frazier, 1978; Kazulis, Spekman and Bagozzi, 1978: John, 1984; Tedeschi, Schlenker and Lindskold, 1971) focusing on this one aspect of marketing channels operation. This clearly gives an update on power issues after each dyadic interaction but does not throw any light on the sociological mechanisms by which channels function (and by which power develops). This research has three goals: first to remove power from the central position and replace it with the sociological mechanisms by which the channel functions and power issues are generated. Secondly, when the three papers are combined as one, the questionnaire will be in a format to reflect the external scales of environmental uncertainty, as developed by Achrol (1986). This follows a long tradition in management research concluding that the main function of management is to deal with uncertainty faced by decision-makers in organizations. The final goal is to measure the results of dyadic interaction by a comparison with expectations.