本研究以自我效能與社會影響力的觀點，探討建言自我效能與團隊建言行為對團隊成員建言行為的影響。以跨層次的研究設計，蒐集來自團隊成員與團隊主管的資料，共計270 位成員和74 組團隊，以階層線性模式(Hierarchical Linear Modeling; HLM) 進行分析。研究結果發現，員工擁有越高的建言自我效能，越容易在團隊中出現建言行為；團隊整體的建言行為越多，團隊中的成員也會越勇於提出建言；且團隊整體的建言行為有助於喚起成員的建言自我效能，進而使成員更主動地提出建言。有別於以往著重個性與情境安全感對建言的影響，本研究以個人能力與團隊中的社會影響力為主軸，探討成員因為自認自己能提供有助益的建議與想法，以及團隊中有人打破沉默的效果，來了解組織中重要但卻容易被壓抑的建言行為。

This study took the self-efficacy and social influence perspectives to examine the effects of voice self-efficacy and group voice behavior on team member voice behavior. To collect two levels of data from different sources, two separate survey questionnaires were distributed to group members and their leaders. A total of 74 groups and 270 members’ responses were obtained and analyzed with HLM program. The results revealed that both voice self-efficacy and group voice behavior were positively related to leader-report team member voice behavior. Furthermore, the relationship between voice self-efficacy and voice behavior was enhanced when the group voice behavior was strong. This study not only shed light on voice behavior, but also provided a new avenue for management practice.

建言行為; 建言自我效能; 團隊建言行為

voice behavior; voice self-efficacy; group voice behavior