全球化經濟促使更多跨國企業應運而生，也讓更多人開始重視跨文化溝通的重要性。目前已有許多研究著重於跨文化溝通，但少有研究重視能應用於跨文化與跨語言工作場域之溝通策略。因此，此研究旨在藉由探討國際活動中領隊的跨文化溝通經驗，找出可實際應用之跨文化與跨語言溝通策略。除此之外，本研究也探討國際活動領隊選擇特定溝通策略之背後因素。
　　此文之研究對象為2012年南瀛國際藝術節之領隊，藉由其豐富的跨文化溝通經驗理出研究材料。此研究採取質化方式，藉由訪談、個人觀察以及文件檢閱蒐集資料，並且使用三角測定(triangulation)以及同儕檢核(peer debriefing)來提升研究方法的信度。
　　主要研究發現包含七大項溝通策略及三大項選用因素。其中改述(paraphrase)以及內容操作(manipulation)是最常使用的跨語言溝通策略，接觸文化(touching the culture)則是最能協助溝通者簡單有效進行跨文化對話，而干擾(noise)、回饋(feedback)以及管道(channel)則是是主要的選用因素。
　　此研究也在過去文獻的基礎上，探討三項新的概念，其中包括Gerbner的溝通模型、Jandt的溝通模型以及Saussure提出的語言符號概念。最後，此研究針對於國際化場域工作的個人、實施語言管理的組織以及未來相關研究提出建議。

Due to the globalization economics, multinational corporations have been increasing in numbers nowadays, leading to the increasing emphasis on intercultural communication. While a range of topics have been studied in intercultural communication, few studies focused on communication strategies actually applied in intercultural and inter-linguistic context at workplace. Therefore, this research aims to find out intercultural and inter-linguistic communication strategies applicable at global workplace through exploring and examining Cultural Facilitators’ experiences of working in international events in Taiwan. Moreover, the other focus of this research is on analyzing the rationale for Cultural Facilitators to select particular strategies in response to different scenarios.
In this research, the Cultural Facilitators who worked in 2012 Nan Ying International Folklore Festival were the research participants, for they had rich experiences in intercultural communication. This research adopted qualitative approach and collected data through in-depth interview, personal observation and document review. The techniques of triangulation and peer debriefing were applied to enhance the credibility of the research.
The main findings are summarized into seven communication strategies. Among these strategies, paraphrase and manipulation were the most widely applied inter-linguistic communication strategies and touching the culture was as easy way to open an intercultural conversation. As for the rationale for selection of certain strategies, noise, feedback and channel were the primary rationale for Cultural Facilitators to select specific strategies.
Furthermore, this research brought out the talk between literatures and findings. Three primary discussions were presented regarding Gerbner’s communication model, Jandt’s communication model and Saussure’s concept of signs. Finally, the research concluded with implications for individuals working at global workplace, organizations implementing language management, and future relevant researches.

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