Evaluation of tri-Business Corporate Culture and Managerial Effectiveness in Vietnam Private Companies

• Main Author: Nguyen, Thanh Phuong
• Format: Thesis
• Language: English; English
• Published: 2022
• Online Access: http://ur.aeu.edu.my/1025/1/Nguyen%20Thanh%20Phuong%20-%20Final%20Thesis.pdf; http://ur.aeu.edu.my/1025/2/Nguyen%20Thanh%20Phuong%20-%20Final%20Thesis-1-24.pdf; http://ur.aeu.edu.my/1025/; https://online.fliphtml5.com/sppgg/xvvf/?1670311675069

Corporate culture is the intangible asset of every business, and despite its complexity, corporate culture building is increasingly becoming acknowledged in developing countries, especially in today’s age of globalisation. Corporate organisations must integrate into a new culture to survive in the competitive market of product and services innovation. Private corporations are not excluded; these premises need to deepen their international assimilation to expand their business outside of the country, gain local and worldwide acceptance and become sustainable businesses. The various internal challenges, coupled with the intense external competition, are important reasons for every business establishment to build a feasible corporate culture. Furthermore, the researcher also believes that an excellent corporate culture contributes to the company’s managerial effectiveness. Hence, this study’s primary objective is to investigate the relationship between corporate culture and managerial effectiveness. The study applied a mixed method of qualitative and quantitative research to test the research model’s scale. This study starts with the qualitative method through semi-structured key informant interviews with fifteen managers and professors in Vietnam. The study then applied the quantitative method by involving 400 survey respondents working in private enterprises from March 2020 to August of the same year. The qualitative and quantitative analysis in this study indicates that the four/five PERMA model factors (Positive Emotion, Relationship, Meaning and Accomplishment) positively impact the corporate culture. Meanwhile, another factor (Engagement) is not influenced by corporate culture. Furthermore, corporate culture is positively related to managerial effectiveness, so the hypotheses of H1, H3, H4, H5 and H6 are supported. However, the quantitative result in this research could not find the difference between the corporate culture and managerial effectiveness of the various company types of production, distribution and service (H7 is not supported). The conclusion, recommendation, limitation and suggestion for further study are also discussed in this study.