Vietnam's state -owned enterprise leadership culture: An exploratory case study.

摘要

The Socialist Republic of Vietnam changed its economy from stagnation to high growth through the Doi Moi policy of economic renovation promulgated in 1986. This transition was mostly effective in the private sector, but not among state-owned enterprises (SOE). Previous researchers examined the Doi Moi policy for explanations of SOE inefficiency and noncompetitiveness. This qualitative case study explored SOE organizational culture, through SOE leaders' perceptions. On-site research methods of structured and focused interviews, in addition to structured observation, revealed significant disparities between leaders' stated belief in market-oriented Doi Moi, and the SOE's actual performance of traditional, centrally-planned, Soviet-style practices. These results suggest SOE improvements will come through better alignment of actual plans and practices with the Doi Moi policy.