A Comparative Study of the Work Values of North and South Vietnamese Managers
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Comparative Values
Study of
of
North
the
and
Vietnamese
Work
South
Managers
David A. Ralston* UNIVERSITY OF OKLAHOMA
Nguyen Van Thang** NATIONAL ECONOMIC UNIVERSITY-HANOI
Nancy K. Napier*** BOISE STATE UNIVERSITY
We examine managerial work values and subsequent behaviors of Vietnamese managers that foreign investors may face doing business in Vietnam. To establish a global reference-point, we compare the managerial values of Vietnamese managers with those of Chinese and
U.S. managers. The findings from this exploratory study, while not always intuitive, should help foreign investors to better understand Vietnam. Furthermore, the study raises important theoretical issues concerning Individualism and Collectivism as cross-cultural measures.
Emerging as one of Asia's newly in-
lion in 1999) and a 90+% literacy rate among those under 30 strengthen Vietnam s move toward a market economy. Doi moi, or market liberalization, begun in 1986, was furtherenhanced by admission to the Association of Southeast Asian Nations (ASEAN) and the recent trade agreement signed by the U.S. and
dustrializing countries [NICs], Vietnam represents a fascinating opportunity for Western businesses interested in investing in a country rich in economic opportunity, as well as political and cultural history (Engholm, 1995; Naisbitt, 1996). Vietnam's range of natural resources, fast growing population (80 mil-
Vietnam in July 1999.
*David A. Ralston is Professor of Management and the Michael F. Price Chair in International Business at The University of Oklahoma. * *Thang V. Nguyen is a Lecturer at the NEU Business School, National Economics University in Vietnam, and currently is a University of Oregon Ph.D. student. ** *Nancy K. Napier is Professor of Management and International Business and Director, International Business Consortium at the College of Business and Economics, Boise State University. The authors thank William Scheela for his contribution to this research project. JOURNAL OF INTERNATIONALBUSINESS STUDIES,
30,
4 (FOURTH QUARTER
1999): 655-672
655
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WORK VALUES OF VIETNAMESEMANAGERS
Investors interested in Vietnam have three options: developing a contractual business cooperative, establishing a wholly foreign-owned business, or creating a joint venture with a local partner. As an entry strategy, international joint ventures (IJVs)have been one of the fastest growing in other former "planned economy" countries (Leong &Lim, 1993; Shama, 1995). Yet, creating a successful IJV is challenging (Lorange & Roos, 1992), particularly in developing economies evolving into market-oriented economies (Rosten, 1991; Shan, 1991; Beamish, 1994; Geringer&Hebert, 1991; Lee & Beamish, 1995). Part of the challenge is the potential mismatch in management philosophy and operationalization strategies of the venture partners (Markoczy, 1994). In the worst cases, partners do not l
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