创新驱动发展是我国面向未来的一项重大战略。随着创新人才队伍越来越多元化，如何让各类人才在团队协作中各展所长从而带来更多更好的创新成为众多企业面临的挑战。然而，有关团队断裂带的研究指出，如果多元化员工被分成若干子团队，则员工会为了子团队利益而牺牲团队共同利益，从而损害团队绩效。现有的团队断裂带研究更多地关注多元化特征的身份区隔性属性及其对团队绩效的负面效应，却忽略了团队内权力不平等性也是子团队形成的重要基础特征，并且子团队间的权力大小会显著影响相互间的互动模式。有鉴于此，本课题将重点研究团队内基于权力差异而形成的断裂带。基于个人认同理论，本课题提出权力差异可能形成两种不同类型的断裂带：权力区隔型和权力中心型断裂带。与此同时，运用社会支配理论，本课题提出这两种类型权力断裂带对团队内部的权力争夺和开放式沟通会产生不同的影响，从而影响团队绩效。本课题将完整地揭示团队权力多样化及断裂带管理的复杂性。

Innovation-driven development is one of the most important national strategies in China. As more and more diverse employees enter the market, one of the biggest challenges facing innovation-oriented companies is how to realize the synergies of diverse employees working in teams. Research on team faultlines has proposed that when members’ one or more attributes aligned, the hypothetical dividing line will split the team into subgroups, which is detrimental to team performance, as members will focus more on the subgroups rather than the whole team. However, extant faultline research emphasized identity separation and corresponding negative effect on team performance, but paid less attention to power difference, one important base of faultlines, let alone other working mechanisms of power-based faultlines other than identity separation. In view of this, this project will take power difference as the base of faultlines, and investigate how two types of power-based faultlines – power-separated faultline and power-centered faultline – will emerge based on the personal identification theory. Moreover, this project will apply the social dominance theory to explain how power-separated faultline and power-centered faultline will influence team power struggling and open communication differently, as well as team performance. Through investigating the emergence of two types of power-based faultlines as well as their different working mechanisms on team performance, this project will fully reveal the complexity of managing power differences and power-based faultlines in teams.