建言行為意指員工主動地提出與工作相關的意見、想法或建議，以試圖改善組織或部門的運作。研究發現，建言行為能夠顯著提升組織的效率、改善決策的品質，甚至避免潛在危機的發生。然而，近期發現，曾經提出建言的員工在未來卻選擇沉默，而此種行為可能對於組織造成負面影響。因此，本研究加入建言背書與建言成本做為中介變數，探討員工促進性/預防性建言行為與默許性/防衛性沉默行為的關係。此外，更進一步探討主管謙遜與否，是否會干擾建言行為與沉默行為之間的關係。
本研究採用主管及員工問卷的配對方式，分兩個時間點 (間隔兩週) 蒐集資料，最後取得153份的有效配對資料做為研究樣本。透過多層次路徑分析與蒙地卡羅模擬的結果顯示：(1) 促進性建言會提升建言背書，進而降低後續的默許性沉默；(2) 預防性建言會透過提升建言成本，進而提升後續的防衛性沉默；(3) 謙遜領導強化了促進性建言與建言背書的正向關係；(4) 謙遜領導強化了促進性建言透過建言背書進而影響默許性沉默的負向間接關係；(5) 謙遜領導強化了預防性建言與建言成本的正向關係；(6) 謙遜領導強化了預防性建言透過建言成本進而影響防衛性沉默的正向間接關係。根據本研究結果所提出之具體管理意涵為：主管可視建言者類型，適當給予提升建言背書或降低建言成本的方法；組織擬改善未來運作，可培訓謙遜領導，避免默許性沉默發生，為組織帶來更好的發展。

Voice behavior refers to employees who express their opinions, ideas or suggestions in an attempt to help the organization or the department. As previous studies show that voice behavior can enhance organizational efficiency, decision quality, and even avoid potential crisis. However, more and more employees who have spoken up before choose to remain silent in recent years. This kind of behavior may have a negative impact on the organization. Therefore, our study add mediators of voice endorsement and cost of voice to explore the relationship between employees' promotive/prohibitive voice behavior and acquiescent/defensive silence behavior. In addition, further to explore whether leader humility will interfere with the relationship between voice behavior and silence behavior.
Data was collected from 153 supervisor-subordinate pairs at two time points (two weeks apart). The results of multilevel path analysis and Monte Carol simulation showed: (1) promotive voice increased voice endorsement, thereby reducing subsequent acquiescent silence ; (2) preventive voice increased cost of voice, thereby increasing subsequent defensive silence ; (3) leader humility strengthened the positive effect of promotive voice and voice endorsement ; (4) leader humility strengthened the negative indirect effect of promotive voice on acquiescent silence through voice endorsement ; (5) leader humility strengthened the positive effect of preventive voice and cost of voice ; (6) leader humility strengthened the positive indirect effect of preventive voice on defensive silence through cost of voice. Practical implications illustrate that supervisors could provide appropriate methods to increase voice endorsement or decrease cost of voice depending on the different type of voice behavior ; organizations should create leader humility to avoid acquiescent silence and provide the organization a better future.

論文審定書 i
摘要 iii
Abstract iv
圖目次 vii
表目次 vii
第一章 緒論 1
第二章 文獻探討 5
第一節 建言與沉默行為：定義與構面 5
第二節 促進性建言與默許性沉默行為的關係：建言背書的中介效果 6
第三節 預防性建言與防衛性沉默行為的關係：建言成本的中介效果 8
第四節 促進性建言行為與建言背書的關係：謙遜領導的干擾效果 9
第五節 預防性建言行為與建言成本的關係：謙遜領導的干擾效果 10
第三章 研究方法 12
第一節 研究對象及施測程序 12
第二節 研究工具 12
(一) 建言行為 12
(二) 沉默行為 13
(三) 建言背書 13
(四) 建言成本 13
(五) 謙遜領導 14
(六) 控制變數 14
第三節 資料分析方法 14
第四章 研究結果 16
第一節 描述統計與相關分析 16
第二節 驗證性因素分析與區別效度檢驗 18
第三節 假設檢定 18
第五章 結論與建議 23
第一節 研究發現與理論意涵 23
(一) 對建言與沉默行為關係的理論貢獻 23
(二) 謙遜領導能強化促進性建言行為與建言背書的正向關係 24
(三) 謙遜領導亦會強化預防性建言行為與建言成本的正向關係 24
第二節 管理意涵 25
(一) 主管可視建言者類型，適當給予提升建言背書/降低建言成本方法 25
(二) 組織擬改善未來運作，可培訓謙遜領導，避免默許性沉默行為發生 26
第三節 研究限制與未來研究建議 27
參考文獻 29
第一節 中文部分 29
第二節 英文部分 29
附錄一 員工問卷(第一階段) 34
附錄二 員工問卷(第二階段) 41
附錄三 主管問卷 44

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