Power in interorganizational strategic projects, used for implementing strategic change, is essential but not well understood. This paper devises a conceptual framework in which power relations, strategic practices and an order and conflict view are integrated. An ethnoventionist approach, including ethnography and interventions, is used to show power relations and strategic practices in an interorganizational change project. This project aimed to improve the collaboration between nine organizations in the joint building of subsurface utilities and telecom networks. The findings show four relevant power relations and the delegating of power from top managers to shop-flow workers, which triggered middle managers to constrain the change process. implementation of these innovations. Theoretically, the study contributes to the debate on interorganizational strategic projects with a conceptual framework including power relations, strategic practices and the order and conflict view, demonstrating the long-term effects of strategic change projects.