過往研究指出員工建言行為可為組織帶來助益，因此呼籲主管應主動鼓勵部屬提出建言，但職場中卻常見當主管徵詢後員工仍不開口建言的現象。本研究結合社會認定理論與社會訊息處理理論觀點，探討主管認同在部屬認知建言徵詢與員工建言行為的中介角色，並檢驗主管自我認知建言徵詢及主管自我面子是否對此中介關係具有調節效果。本研究以兩個時間點收集共 622 筆主管-部屬的對偶有效問卷。分析結果顯示：(1) 部屬認知建言徵詢會透過主管認同進而提升建言行為；(2) 當主管認知自身的建言徵詢行為較少時，部屬認知建言徵詢藉由主管認同提升建言行為的中介效果較強，反之則會減弱。最後，本研究亦針對上述研究結果提出管理實務意涵與未來研究建議。

Prior studies on employee’s voice behavior have mainly encouraged supervisor to solicit voice proactively in order to enhance performance. However, it is expected that employee bite they tongue even when being solicited, which means voice solicitation does not always work out well. Based on social information processing theory, this study explores whether supervisor-perceived voice solicitation and supervisor’s self-face moderate the relationship between employee-perceived voice solicitation and voice behavior through the mediating effect of supervisor identification. Data from 622 supervisor-employee pairs at different periods was collected. The results of hierarchical regression suggested that: (1) employee-perceived voice solicitation positively predicts voice behavior through supervisor identification. (2) The indirect relationship between employee-perceived voice solicitation and voice behavior mediated by supervisor identification is stronger when supervisor-perceived voice solicitation is low compared to high supervisor-perceived voice solicitation. Practical implications and suggestions of the findings are also discussed.

論文審定書 i
謝誌 ii
摘要 iii
Abstract iv
第一章 緒論 1
第二章 文獻回顧 5
第一節 建言行為 5
第二節 建言徵詢 6
第三節 主管認同的中介效果 7
第四節 建言徵詢的自我—他人認知一致性 (SOA) 9
第五節 主管自我面子的影響 15
第三章 研究方法 19
第一節 研究架構與研究假設 19
第二節 研究對象與施測程序 19
第三節 研究工具 23
第四節 資料分析方法 25
第四章 研究結果 26
第一節 測量模型分析 26
第二節 相關分析 26
第三節 假設檢驗 29
第四節 補充分析 32
第五章 結論與建議 34
第一節 研究結果討論 34
第二節 管理實務意涵 37
第三節 研究限制與未來研究建議 39
參考文獻 43
中文部分 43
英文部分 43
附錄 54

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