混合雇佣团队合作困境的形成与缓解机制:权力不对称下的平衡策略OACHSSCD

With the increasing openness of organizational boundaries,hybrid employment has emerged as a key strategy for enhancing organizational flexibility and fostering innovation.However,the power asymmetry between standard and non-standard employees has emerged as a significant barrier to team collaboration,reducing performance and even leading to project failures.Existing research primarily focuses on governance mechanisms at the organizational level,while lacking an in-depth exploration of employment identity differences at the micro level and their role in shaping team cooperation dilemmas.Grounded in Power Dependence Theory,this study adopts an interactional perspective between standard and non-standard employees to examine how power asymmetry reshapes collaborative processes across levels-distorted work design at the team level(e.g.,task fragmentation,ambiguous task content,and structural barriers in the task environment)and triggering behavioral distortions in cooperation at the individual level(e.g.,dominant control by standard employees versus defensive silence by non-standard employees),thereby intensifying team cooperation dilemmas.Following the principle of constructing balance within asymmetry,this study proposes a multi-level systematic mitigation framework that regulates the operation of power and adjusts members'power perceptions and behavioral responses,thereby alleviating the negative consequences of power asymmetry in collaborative processes.The findings not only advance theoretical insights into the impact of power asymmetry on team cooperation performance but also offer practical guidance for organizations to refine employment management,enhance collaboration efficiency,and foster harmonious labor relations.