在企業實務中，員工保持沉默的情況可能遠高於提出建言的情形。但是，在研究文獻中，因沉默行為較難觀察，使沉默行為的相關研究顯得較為匱乏。而且，在既有的沉默行為研究，大多對有意見型沉默行為(即有話卻不說的情況)進行分類、量表編製、前因與後果的探討。然而，本研究認為，在實務情境中，除了既有文獻所探討的有意見型沉默行為外，亦可能存在無意見型沉默行為(即沒有意見想法的情況)。兩者在本質上可能會受到不同的心理特質與情境因素所影響。有鑑於現有衡量沉默行為的量表皆在測量有意見型沉默。因此，本研究首先將沉默行為分為無意見型沉默與有意見型沉默兩類，並經由三個子研究重新編製衡量沉默行為的量表，以及探討沉默行為的前因與後果變數。
研究一經由收集現有衡量沉默行為的量表，以及發放專家問卷與區別效度問卷等方式，產生無意見型沉默與有意見型沉默行為的量表。研究二利用授權理論和程序正義理論來探討無意見型沉默和有意見型沉默行為的前因變數。以團隊授權氣候與團隊程序正義氣候為自變數，責任感認知與心理安全感做為中介變數，以了解與確認這兩類沉默行為的區別性與其心理中介機制的差異。研究三則探討沉默行為的後果變數。基於壓力因應理論的觀點，越壓抑的行為越會讓員工產生無力感、壓力，進而影響員工的情緒。因此，本研究將深入探討無意見型沉默與有意見型沉默對無力感、壓力和負向心情的實際影響。
在研究成果方面，研究一將現有測量沉默行為的量表之題項加以整理後，先請組織行為與人力資源管理領域的專家學者填寫專家問卷。專家問卷回收後，進行語句同意比例與語句效度係數分析。接著，將專家問卷分析後所保留的題項，編製成區別效度問卷，對有修管理學與企業個案研究的大學部學生進行發放。將回收的區別效度之有效問卷進行內容適合性分析。最後得到無意見型沉默與有意見型沉默行為之題項各6題。以研究一所得之沉默行為量表作為研究二與研究三之沉默行為的衡量量表。在研究二與研究三方面，本研究以台灣兩家旅行社的員工為研究對象，經由多層次結構方程模型進行假設驗證。研究主要結果發現：(1)透過員工個人的責任感認知，團隊授權氣候對員工的無意見型沉默行為具有負向影響；(2)透過員工個人的責任感認知，團隊授權氣候對員工的有意見型沉默行為具有負向影響；(3)透過員工個人的心理安全感，團隊程序正義氣候對員工有意見型沉默行為具有負向影響；(4)有意見型沉默對無力感、壓力與負向心情有顯著正向影響。最後，提出理論貢獻、實務意涵和研究限制與未來研究建議，以供參考。

In business practice, the case of employees keeping silent may have a far higher percentage than the case of employees making suggestions. In research literature, however, studies of silence behavior appear to be relatively lacking because such behavior is less observable. In addition, existing studies of silence behavior have mostly examined silence with opinions behavior (i.e. the case of not voicing opinions) through classification, scale compilation and cause-consequence analysis. Nevertheless, this study maintains the potential existence of silence without opinions behavior (i.e. the case of having neither opinions nor ideas) in practical scenarios in addition to silence with opinions behavior that has been examined in existing literature. Both types of silence behavior are essentially likely to be affected by different psychological traits and situational factors. In view of the fact that existing silence behavior scales all measure silence with opinions, this study consisted of three parts: first, establishing two types of silence, i.e. silence without opinions and silence with opinions; second, recompiling a silence behavior scale based on the results of three studies; and third, examining cause and consequence variables concerning silence behavior.
In Study 1, a scale for both silence without opinions and silence with opinions behavior was generated based on the collected existing silence behavior scales and the results from distributed expert and discriminant validity questionnaires. In Study 2, cause variables concerning silence without opinions and silence with opinions behavior were examined based on empowerment and procedural justice theories, with team empowerment climate and procedural justice climate as independent variables and felt obligation and psychological safety as mediator variables for understanding and verifying the distinctiveness of the two types of silence behavior and the differences of their psychological moderation mechanisms. Study 3 examined consequence variables concerning silence behavior. According to the perspective of stress coping theory, more suppressive behavior is more likely to cause employees to feel powerlessness and stress and thus affect their emotions. Therefore, this study dived deeper into the actual effects of silence without opinions and with opinions behavior on the feelings of powerlessness and stress and negative affect.
For research results, Study 1 consolidated questions from existing silence behavior scales into an expert questionnaire for experts and scholars in organizational behavior and human resource management to complete. After the completed expert questionnaires were collected, the obtained data were analyzed to proportion of substantive agreement and coefficient of substantive validity of these statements. Then, the questions that were kept following the expert questionnaire analysis were compiled into a discriminant validity questionnaire to be distributed to undergraduates who took management and business case study courses for completion. With the effective discriminant validity questionnaires collected, content adequacy analysis was conducted. The eventually obtained scale included 6 questions each for silence without opinions and with opinions behavior. The silence behavior scale obtained in Study 1 was used as the scale for measuring silence behavior in Studies 2 and 3, for which the research subjects were employees in two Taiwanese travel agencies. The hypotheses were tested using multilevel structural equation modeling. The main findings of this study are as follows. (1) Team empowerment climate has a negative effect on silence without opinions behavior in employees via felt obligation among individual employees. (2) Team empowerment climate also has a negative effect on silence with opinions behavior in employees via felt obligation among individual employees. (3) Team procedural justice climate has a negative effect on silence with opinions behavior in employees via psychological safety among individual employees. (4) Silence with opinions has a significant positive effect on the feelings of powerlessness and stress and negative affect. Finally, theoretical contributions, practical implications, research limitations and suggestions for future research are provided for reference.

謝誌 i
中文摘要 iii
Abstract v
目錄 ix
圖目錄 xi
表目錄 xiii
第一章 緒論 1
第一節 研究動機 1
第二節 研究目的 6
第二章 文獻探討 9
第一節 沉默行為研究演進 9
第二節 沉默行為的前因 17
第三節 沉默行為的後果 23
第四節 授權理論 26
第五節 程序正義理論 31
第六節 壓力因應理論 36
第七節 研究架構與假設 41
第三章 研究一之研究方法與結果 51
第一節 研究方法 51
第二節 研究結果 55
第四章 研究二之研究方法與結果 61
第一節 研究方法 61
第二節 研究結果 66
第五章 研究三之研究方法與結果 73
第一節 研究方法 73
第二節 研究結果 77
第三節 沉默行為量表補充分析 82
第六章 結論與建議 87
第一節 理論貢獻 89
第二節 實務意涵 93
第三節 研究限制與未來研究建議 95
參考文獻 99
附錄一 專家問卷之題項 131
附錄二 區別效度問卷之題項 132
附錄三 研究二之衡量量表 133
附錄四 研究三之衡量量表 136

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