為了維持競爭力，透過員工表達建議、提出創新點子，已成為企業永續經營的途徑之一。先前研究強調部屬對主管之信任是向上建言行為的重要影響因素之一，然而，在強調高權力距離與集體主義的華人企業中，主管對部屬之信任似乎更是部屬向上表達建言的關鍵。

本研究採用問卷法，以臺灣軍隊組織之295組對偶(主管—部屬關係)為研究對象，階層迴歸分析結果顯示：(1)控制主管對部屬之信任之後，部屬對主管之情感信任對向上建言行為的影響皆不顯著；(2)主管對部屬之情感信任與認知信任皆對向上建言行為有顯著正向影響；(3)主管對部屬之認知信任對向上促進型建言行為具有較大的影響作用、主管對部屬之情感信任則對諫言行為的影響較大；(4)在問題導向之向上建言行為(抑制型建言、諫言)上，主管與部屬間雙向認知信任具有負向的交互作用效果。最後，我們加以闡述本研究之貢獻與限制、給予未來研究方向、以及實務建議。

To remain competitive, expressing suggestions and innovating ideas through employees has become one of the ways for enterprises to continue their operations. Previous research emphasized that the subordinate’s trust in supervisor is one of key factors which have impact on subordinate’s voice up. However, in high power-distances and collectivism Chinese organization, the supervisor’s trust in subordinate is more critical for subordinate’s speaking up behavior.

This study has been conducted with questionnaire survey to collect the data from 295 dyads (supervisor-subordinate relationship) in Taiwanese military and taken analyses of CFA and regression. The results show that (1)after considering the supervisor’s trust in subordinate, the effects of the subordinate’s affective trust in supervisor on speaking up behavior are not significant anymore; (2)both the supervisor’s affective and cognitive trust in subordinate have a significant positive impact on speaking up behavior; (3)compared to the supervisor’s affective trust in subordinate, the supervisor’s cognitive trust in subordinate has more impact on promotive speaking up behavior; and compared to the supervisor’s cognitive trust in subordinate, the supervisor’s affective trust in subordinate has more impact on Jian-Yan; and (4)there are negative interactions of mutual cognitive trust between the supervisor and the subordinate on issue-related speaking up behavior. Finally, we discuss the contributions and limitations of this study. Suggestions for future researches and implications for practice are provided as well.

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