Performance management in the Vietnam public sector: The role of institution, traditional culture and leadership

Vu, Tai Anh; Plimmer, Geoff; Berman, Evan M.; Ha, Pham Ngoc

doi:10.1080/01900692.2021.1903499

Cited by 29 publications

(24 citation statements)

References 106 publications

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“…Anh Vu et al. (2021) argue that although Hofstede’s framework is useful for comparison of cultures, it does not fully capture all expressions of culture particularly in a developing country or an Asian society context. In attempting to make cross‐country comparisons of culture, there may be a tendency to overlook some of the informal practices and a broader range of motivations that are important for research on organisational culture (Ali et al., 2021).…”

Section: Discussionmentioning

confidence: 99%

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Relationship between public sector reforms and culture: The implementation of NPM‐related performance management reforms in a collectivist and risk averse culture

Ugyel

2021

Public Admin & Development

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As performance management reforms gain traction worldwide, their implementation, however, has demonstrated mixed results. This trend is visible in the manner countries have adopted and implemented New Public Management (NPM)‐related public sector reforms that are based on the neo‐classical and business models of organisation and management. Experiences in various countries demonstrate that the inherent individualistic aspects of NPM‐related performance management do not suit the context of countries with a collective culture. The introduction of a series of NPM‐related performance management reforms introduced to Bhutan’s civil service over the last 15 years explores the relationship between public sector reforms and culture. This article highlights the challenges faced in the implementation of performance management reforms in Bhutan’s collectivist and risk averse culture. Bhutan’s experience in the implementation of NPM‐related reforms provide an insightful lesson for other countries with similar culture and context.

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Section: Discussionmentioning

confidence: 99%

“…Anh Vu et al. (2021, p. 3) also highlight the importance of ‘interpersonal relationships’ in the Asian contexts, particularly in Confucian influenced societies (such as China and Vietnam) where professional and personal relationships are integrated through social interactions (such as home visiting, dining gift giving).…”

Section: Introductionmentioning

confidence: 99%

Relationship between public sector reforms and culture: The implementation of NPM‐related performance management reforms in a collectivist and risk averse culture

Ugyel

2021

Public Admin & Development

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“…Also, cultures dealing with uncertainty are supposed to provide appropriate framework for entrepreneurship, because of their tendency in appreciating and evaluating risk taking and innovative actions. Moreover, cultural values reflect ideals; still the literature (Anh Vu et al, 2022;House et al, 2004) showed the relationship between CLTs and cultural values that determine a mediation relation, by means of cultural values is mediated by CLTs. Nevertheless, a high level of uncertainty avoidance index cultures means that what is different is dangerous and ambiguous, in which inacceptable and unbearable anxiety will be developed.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

How cultural leadership ideals shape entrepreneurship?

Aziz

Salloum²

2023

EBR

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Purpose The purpose of this study is to examine the influence of culturally endorsed implicit leadership theories (CLTs), specifically the cultural assumptions regarding ideal leadership, on individual entrepreneurship within the context of Lebanese culture. This paper investigates the relationship between culture and entrepreneurship by incorporating cultural values such as uncertainty avoidance and in-group collectivism, cultural practices and two types of CLTs: self-protective and charismatic. By exploring these factors, this study aims to gain a deeper understanding of the role of culture in shaping entrepreneurial behavior. Design/methodology/approach As a fundamental quantitative research, this study used a snowball sampling method to collect primary data from 118 Lebanese entrepreneurs, avoiding selection biases. Three models were used, relevant to nascent entrepreneurship, new entrepreneurship and old entrepreneurship, and the data was analyzed using logistic regression analysis and likelihood ratio tests. Findings The findings indicate that there is a correlation between CLTs, cultural values and practices and individual entrepreneurship. However, this study did not find evidence of a causal relationship between cultural values and individual entrepreneurship through the mediating role of self-protective and charismatic CLTs. Practical implications The research findings shed light on the beneficial synergy between cultural leadership ideals and individual entrepreneurship in the Lebanese context, providing a closer and more productive approach to studying entrepreneurship and leadership. From a managerial standpoint, these results have important implications for promoting entrepreneurship among various stakeholders, including educators, policymakers and support organizations. Originality/value This study differs from previous research by examining a country that demonstrates high levels of entrepreneurial awareness and involvement despite its unstable political and economic conditions.

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“…In a similar vein, SL, which prioritises subordinates, or the wider community, over the organisation or leaders’ goals, is attributed to work through modelling effective behaviour, treating people fairly, building identity between the subordinate and leader, and hence the organisation (Anh Vu et al., 2021; Eva et al., 2019; Newman et al., 2017). Studies have identified over 43 overlapping facets, which some argue can be narrowed down to 12 dimensions including ‘Agapo love’, ‘Emotional healing’, and ‘Humility’ (Anderson & Sun, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

Building people up: Growth‐oriented leadership in the public sector

et al. 2021

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Public services face increasing and more varied demands, but public service managers often lack the resources to develop their staff to effectively deal with them. This paper identifies how public sector line managers can support their subordinates to not just cope with challenges, but also to grow and develop in the midst of them. It primarily draws on employee attributions of leader effectiveness, to identify growth‐oriented leadership behaviours. The framework is based on empirical data from two sequential phases of interviews, focus groups, and one‐on‐one discussions with employees and managers in the public sector. Five categories of growth‐oriented leadership behaviours were identified: managing the whole team, enabling self‐management, managing safe failures, supporting both career and personal growth, and recognising individual needs and contributions. Causation coding identified a set of processes through which these leadership behaviours supported staff to use networks, learn, and adapt. The developed framework can be used to enhance growth and development of public sector employees.

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Performance management in the Vietnam public sector: The role of institution, traditional culture and leadership

Cited by 29 publications

References 106 publications

Relationship between public sector reforms and culture: The implementation of NPM‐related performance management reforms in a collectivist and risk averse culture

Relationship between public sector reforms and culture: The implementation of NPM‐related performance management reforms in a collectivist and risk averse culture

How cultural leadership ideals shape entrepreneurship?

Building people up: Growth‐oriented leadership in the public sector

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