The purpose of this article is to search for a new avenue to the conceptualization of power, meeting an analytical need in the recent research fields of organizations and networks. First of all, we review the traditional concepts of power, originated from the classical works of M.Weber. Next, we will examine the power theories of Talcott Parsons and Nikras Luhmann, as antithesis to the traditional one. And finally, we will try to develop some new theoretical concepts of power and to inquire into the relationship of power and innovation in the organizations and networks.

A Power paradigm toward digital economy is completely deferent from that of analog economy. So, I will provide a winner's model of digital economy. Especially, I will propose new paradigm of power bases and relationships among many corporations in information industry. In another word, this paper is a private opinion about an new model of competition strategy toward digital economy. Abstractly, this is about future model of Power paradigm dirined from Advanced Information Technology, The first of new paradigm is about the winner's model in digital economy. The second of new paradigm is about the network power of produce corporation. The third of new paradigm is about the Win-Win relationship for value creation. The fourth of paradigm is about the trigger strategy from the view point of leverage.

In this paper, we discuss how EDl(Electronic Data Interchange) system changes the channel-power. EDI system is defined as the power-base in the distribution channel because it can change the bargaining power in the vertical relationships and it can be a competitive weapon to carry the asymmetry of information systems.In addition, EDI system forms the resource-dependence relationship between two firms. The characteristic of powerbase by EDI system is "transferable", since EDI resource is a software, and which is easy to copy and transferable, then, it leads to a paradox that if company A has EDI system and A requires company B to develop EDI system, B can have its own power-base which is equal to A by developing EDI system. Or if company A helps B to develop resource-dependent system, B cannot have its own power-base, but at the same time, A fails to have more flexible power-base.

The Internet has changed both inter-personal networks and business organizations dramatically. In this study, I examine inlluences of the Internet on business organizing power of inter-personal networks. Based on six case studies of inter- personal networks, the influences are explained, stage by stage of business organizing process, as follows: In the first stage, people can create business ideas in the loose network more effectively than in a coordinator-centric network, because of various information such as about marketing. The Internet can strengthen this feature, providing much information. In the next stage, a coordinator-centric network provides resources to organize business because members have trust in the coordinator. However, as organizing the resources initially, the loose network can work, relying on minimum trust among members. As reorganizing the resources, the tight network can work, even for precious resources, keeping deep trust. The Internet creates a large amount of minimum trust among members quickly.

Information Technology in office has changed styles of work, knowledge and skills of workers. Information Technology also changes office's power structure. After analyzing the concepts of power, this paper discusses that the traditional command-obedience model moves to the agreement-cooperation one when an electronic collaboration is prevailing. First, we would like to discuss power structure of Bentham's Panopticon in order to build an analysis model. Next , we will focus on an analysis of a meeting and an electronic collaboration in office. Finally. we analyze changes of power base caused by Information technology according to the Panopticon model.