Leadership

Organizational Culture Of Privatized Firms And State-Owned Enterprises In Vietnam

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Executive Summary

The purpose of this paper is to examine the organizational culture of State-Owned Enterprises (SOEs) and Privatized Firms (PFs) in Vietnam, and to study whether or not the difference in organizational culture between the two company groups exists. Different organizational cultural dimensions were reviewed. Two comparative groups, SOEs and PFs were surveyed. Based on the work of Cunha and Cooper on organizational cultural types, a structured questionnaire was developed and sent to managers, staffs, and workers in both state-owned and privatized companies. Seven hundred and ninety valid questionnaires were collected from companies located in Hochiminh City. The results show that PFs have people and market orientations significantly different from that of SOEs.

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