中文摘要：

作为两种代表性的员工自愿性工作行为，建言与沉默的研究一直各行其道。它们之间的关系是否如其字面意思一样对立相反是本研究拟解答的关键问题。以长三角地区制造类民营和外资企业的350组配对数据为样本，基于诺莫网络视角，本研究从情绪、认知和领导因素的角度，探讨了建言与沉默之间的关系。结果发现，建言与沉默是两个独立的构念。在情绪特征上，正性情绪会促进员工建言，而负性情绪既会促进员工建言，更会导致员工沉默；在认知特征上，自我效能感会促使员工建言，心理安全会促进建言且抑制沉默；在领导特征上，领导成员关系与建言正相关。在作用效能上，建言比沉默更会得到领导的赏识。研究结果综合支持了建言与沉默并非对立相反的观点。

英文摘要：

As two representative discretionary work behaviors （DWBs）, the research on voice behavior and on employee silence go their own way all along, the empirical studies on their relationships are under development. Employee voice and employee silence seem like opposite constructs, but their real relation are not as superficial as they show. To explore this question, based on nomological network, the study testifies the relationships between voice behavior and employee silence, from affect, cognition and leadership perspective. The sample was taken from private firms and foreign capital firms which locate in the Yangtze River Delta. To alleviate the common method variance, the data was taken from the matched sample of subordinate and supervisor. Namely, the dependent variables were rated by supervisors （excluding employee silence because it is an unobservable phenomenon） and the independent variables were measured by subordinates. Later on, 350 subordinate- supervisor valid dyads were used to analyze the hypotheses. Using SPSS and AMOS software, the analyses procedures include confirmatory factor analysis （CFA）, descriptive statistic analysis, exploratory factor analysis （EFA）, regression analysis and structured equation modeling （SEM）. The findings include： Voice behavior and employee silence are two independent constructs and they are not significantly related. In the affect characteristics, positive affect can advance employee voice; nega- tive affect can increase both voice behavior and employee silence. In the cognitive characteristics, self-efficacy are positively related to voice behavior, psychological safety are positively related to voice behavior, and negatively related to employee silence. In the leadership character- istic, leader-member exchange （LMX） can boost voice behavior, but its impact on employee silence is not significant. For their consequence, employee voice is more welcome to supervisor than employee silence.