Abstract: With the increasing openness of organizational boundaries, hybrid employment teams have become a crucial model for enhancing organizational flexibility and fostering innovation. However, the power asymmetry between regular and non-regular 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 regular and non-regular employees to reveal how power asymmetry reinforces power differentiation, leading to distorted work design at the team level (e.g., task fragmentation, ambiguous task content, and structural barriers) and deviations in cooperative behavior at the individual level (e.g., dominant control by regular employees vs. defensive silence by non-regular employees), ultimately exacerbating team cooperation dilemmas. Following the principle of constructing balance within asymmetry, this study proposes a multi-level systematic mitigation mechanism to optimize power structures and alleviate collaboration barriers caused by power differentiation. 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.

Key words: employment relationship power asymmetry distortion of work design alienation of cooperative behaviors team cooperation dilemmas