---Interview Outlines for Taiwanese（台籍用）---
z 請問您與陸籍幹部和員工的知識分享方式為何？與台灣的幹部或員工知識分享的 方式有何不同？
z 請問您在工作時間之外如何與同事(含上司及下屬)進行溝通？
z 貴公司是否有任何有關知識分享的成文制度或不成文的風氣？
當您的上司在開會中提出的內容有誤時，您會指出嗎？
【承上】若角色換成是您的下屬，您曾要求下屬按照您的想法去做嗎？
當您認為自己的想法較上司優秀時，您曾經希望上司採用您的想法嗎？
【承上】若角色換成是您的下屬，您曾要求下屬按照您的想法去做嗎？
z 在非正式情況下，如聊天:
當您的上司在閒聊時分享的知識有誤，您會指出嗎？
【承上】角色若換成是您的下屬，當您的上司在閒聊時分享的知識有誤，您會 指出嗎？
當您認為自己的想法較上司優秀時，您曾經希望上司採用您的想法嗎？
【承上】若角色換成是您的下屬，您曾經要求下屬按照您的想法去做嗎？
z 請問您是否曾有與上司分享知識時特別的經驗？
z 請問您是否曾在與下屬分享知識時特別的經驗？
z 您認為與台/陸籍員工之間溝通最大的障礙或困難為何？何以會造成此溝通障礙？
訪談問題大綱
---Interview Outlines for Chinese（陸籍用）---
z 請問您與台籍幹部和員工的知識分享方式為何？與陸籍幹部或員工知識分享的方 式有何不同？
z 請問您在工作時間之外如何與同事(含上司及下屬)進行溝通？
z 貴公司是否有任何有關知識分享的成文制度或不成文的風氣？
當您的上司在開會中提出的內容有誤時，您會指出嗎？
【承上】若角色換成是您的下屬，您曾要求下屬按照您的想法去做嗎？
當您認為自己的想法較上司優秀時，您曾經希望上司採用您的想法嗎？
【承上】若角色換成是您的下屬，您曾要求下屬按照您的想法去做嗎？
z 在非正式情況下，如聊天:
當您的上司在閒聊時分享的知識有誤，您會指出嗎？
【承上】角色若換成是您的下屬，當您的上司在閒聊時分享的知識有誤，您會 指出嗎？
當您認為自己的想法較上司優秀時，您曾希望上司採用您的想法嗎？
【承上】若角色換成是您的下屬，您曾要求下屬按照您的想法去做嗎？
z 請問您是否曾有與上司分享知識時特別的經驗？
z 請問您是否曾在與下屬分享知識時特別的經驗？
z 您認為與台/陸籍員工之間溝通最大的障礙或困難為何？何以會造成此溝通障礙？
APPENDIX B
Interview Questions
UA. 概括性問題 / Warm up
1. 請問就您跟大陸人工作這麼久的經驗，您有沒有發現什麼有趣的事情或現象？
Since you have worked with Chinese people for such a long time, have you found any interesting situation or phenomenon?
2. 請問您與不同位階的同事分享知識時會不會因為對方位階不同而有所差異? 會的
話是指上司還是下屬?
When sharing your knowledge with your colleagues, have you found any difference because of their different classes?
3. 【承上】地點不同也會有所差異嗎?
(Continued) Do different places affect you?
4. 請問您與陸幹和員工的知識分享方式為何？與台幹或員工知識分享的方式有何不
同？Could you tell me how do you share your knowledge with Chinese cadres and employees? Is there any difference when you share your knowledge with Taiwanese cadres and employees?
5. 請問您認為 貴公司內部正式知識分享的管道有哪些？您認為哪一種正式分享知識
的管道較有效？在台籍幹部或員工與陸籍幹部或員工之間有何不同？在什麼樣的 情況下您會透過這些管道來進行知識分享？
How many formal knowledge sharing channels are there in your company? Which of them is the most effective? What’s the difference between Taiwanese cadres sharing with employees and Chinese cadres sharing with employees? Under what situation you will apply these channels to share your knowledge?
6. 請問您在工作時間之外如何與同事（含上司及下屬）進行知識分享？在台籍幹部或
員工與陸籍幹部或員工之間有何不同？
How do you share your knowledge with your colleagues after your working-hour?
What’s the difference between Taiwanese cadres sharing with employees and Chinese cadres sharing with employees?
UB. 在正式場合中 （如會議）… / In Formal Situation (e.g.: during meeting)
1. 當您的上司在開會中提出的內容有誤時，您會指出嗎？為什麼？您會用什麼方式？
When the contents proposed by your superior in a meeting are not correct, will you point them out? Why? In what way?
2. 【承上】角色若換成是您的下屬，當您的下屬在開會中提出的內容有誤時，您會指
出嗎？為什麼？您會用什麼方式？會與面對上司的情況有異嗎？
(Continued) When the contents proposed by your subordinates in a meeting are not correct, will you point them out? Why? In what way? Is there any difference between which facing your superior?
3. 當您認為自己的想法較上司優秀時，您曾經希望上司採用您的想法嗎？
When you think your ideas are better than that of your superior, have you ever expected that your superior adopt your ideas?
4. 【承上】若角色換成是您的下屬，您曾經要求下屬按照您的想法去做嗎？
(Continued) If ideas of your subordinates are better than that of yours, have you ever asked them to do what you want?
5. 正式場合中。若與平輩同儕分享知識會因對方與你相同或不同生長背景而有異嗎？
Under formal situations, is there any difference occurred because of different growing background when you share your knowledge with your peers?
UC. 在非正式場合中 （如私下）… / In Informal Situation (e.g.: during chatting)
1. 當您的上司在閒聊時分享的知識有誤，您會指出嗎？為什麼？您會用什麼方式？
When the contents proposed by your superior in a chatting situation are not correct, will you point them out? Why? In what way?
2. 【承上】角色若換成是您的下屬，當您的下屬在閒聊時分享的知識有誤，您會指出
嗎？為什麼？您會用什麼方式？會與面對上司的情況有異嗎？
(Continued) When the contents proposed by your subordinates in a meeting are not correct, will you point them out? Why? In what way? Is there any difference between which facing your superior?
3. 當您認為自己的想法較上司優秀時，您曾經希望上司採用您的想法嗎？
When you think your ideas are better than that of your superior, have you ever expected that your superior adopt your ideas?
4. 【承上】若角色換成是您的下屬，您曾經要求下屬按照您的想法去做嗎？
(Continued) If ideas of your subordinates are better than that of yours, have you ever asked them to do what you want?
5. 非正式場合中。若與平輩同儕分享知識會因對方與你相同或不同生長背景而有異
嗎？
Under informal situations, is there any difference occurred because of different growing background when you share your knowledge with your peers?
UD. 文化特性Culture Attributes
1. 請問您是否同意這句話：「文化會影響人的行為」？
Do you agree with this comment: “culture can affect human behavior”?
2. 請問您認為您的個人行為如何受貴國文化影響? 請您舉事例說明之。
Do you think your culture background affect your? Please explain.
3. 您是否認為貴國文化也影響了您的知識分享行為? 如何影響? 請您舉事例說明之。
Do you think your knowledge sharing behaviors are affected, too? And how? Please explain.
UE. 印象深刻之事例 或 遭遇之困難與障礙 / Examples, Barriers & Obstacles
1. 請問您是否曾在與上司分享知識時遇到困難？
【承上】若有，是否可以談談您如何解決？
若否，請您回想一件讓您印象最深刻之知識分享經驗。
Have you ever met obstacles when you share knowledge with your superior?
(Continued) If yes, could your express how you dealt with that?
If not, please reflect one of the most impressive experiences that you share your knowledge.
2. 請問您是否曾在與陸籍上司分享知識時遇到由於「文化」而引起的問題?
請分享您是如何解決的；若無，也可提供自己或他人令您印象深刻的經驗。
Have you ever met problems caused by culture when your share your knowledge with your Chinese superior? Please share how you solved it.
If you didn’t meet any, please provide your or others’ impressive experiences.
3. 請問您是否曾在與下屬分享知識時遇到困難？
【承上】若有，是否可以談談您如何解決？
若否，請您回想一件讓您印象最深刻之知識分享經驗。
Have you ever encountered obstacles when sharing knowledge with your subordinates.
If yes, please share how you solved it.
If you didn’t meet any, please provide your or others’ impressive experiences.
4. 請問您是否曾在與陸籍下屬分享知識時遇到由於「文化」而引起的問題?
請分享您是如何解決的；若無，也可提供自己或他人令您印象深刻的經驗。
Have you ever met problems caused by culture when your share your knowledge with your Chinese subordinates? Please share how you solved it.
If you didn’t meet any, please provide your or others’ impressive experiences.
5. 您認為與台/陸籍員工之間溝通最大的障礙或困難為何？何以會造成此溝通障礙？
What is the major obstacle or difficulty to share knowledge with Chinese employees and Taiwanese employees? What are reasons that form the obstacle?
UE. 其他
1. 對於本研究您認為有哪些知識分享的問題沒有提到？對於本研究您有無其他建
議？
Do you think there are some problems of knowledge sharing we have not included?
Could you give some suggestion for the research?
APPENDIX C
Observation Note
Dinner of Day 1
The director A1c (Taiwan) is the direct superior of B2c and B3c, who are both from China. When dinning with them, I discovered some phenomenon that concerned with knowledge sharing and power distance.
First, I start from their discussion about where to have the meal. The right to decide falls on the director A1c. His subordinates didn’t propose their suggestions nor mention their ideas. Because only the higher positions (at least director) are equipped with vehicles, we were all taken by the director A1c to the decided restaurant.
After the waiters brought up the menu, both the subordinates didn’t try to reach it but drink their tea silently. It seemed to me that they were already used to letting the superior to order. In addition, they had no disagreements when the superior was ordering.
During the meal, it was once that A1c and B2c had an argument. Although B2c controverted at the very first second, after A1c argued again, he turned to keep silent and watch a distant place disapprovingly. Along the dinner time, it was the director that talked the most, and the others just assented.
We finished our dinner two hours later, not until the director sent us to the hotel did B2c and B3c walked home from the factory.
Lunch of Day 2
Today, the director A1c invited us to have lunch at their cadre dorm with him. Basically, all the Taiwan cadres and the highest China cadre A1b, who is also a consultant, will have lunch together at their cadre dorm. Today, except for the president A2b (he led his customer
to have lunch outdoor), all the Taiwan and China cadres had lunch with us.
The director A1c, consultant A1b, my mother, and I entered the lunch room first. A1b didn’t be seated until the highest chief A1a (vice president) was seated, but others found their own seats when they entered one by one.
When we were having our lunch, A1b just had a small talk and inquired how the Taiwan head office went. The atmosphere was quite easy and there was no subordinates watching their chiefs talking.