The purpose of this study was to represent hypotheses of the interrelationship of the level of cooperation, conflict, and performance and to report the findings testing the hypotheses in car channels. This study provides some general guidance toward better cooperation, conflict, and performance management. The results indicate that noncoercive bases of power and dependence hale a positive effect on cooperation, while the proposed inverse relationship between coercive bases of power and cooperation is not statistically significant. Coercive bases of power have a positive effect on conflict, while conflict is not statistically significant for noncoercive bases of power, dependence, and cooperation. Finally, cooperation has a positive effect on dealer performance, but conflict has a negative effect on dealer performance.