Luận văn tốt nghiệp Tương đồng và khác biệt trong văn hóa kinh doanh nhật – việt

VIETNAM NATIONAL UNIVERSITY
UNIVERSITY OF FOREIGN LANGUAGES AND INTERNATIONAL
STUDIES
ENGLISH DEPARTMENT
SIMILARITIES AND DIFFERENCES IN JAPANESE AND
VIETNAMESE BUSINESS STYLES
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF
BACHELOR OF ARTS (TEFL)
Supervisor: Phan Van Quyen,
M.A.
Student: Tran Ngoc Viet Hoai
Group: QHF10E6
i
Hanoi, May 2014
ACCEPTANCE PAGE
I hereby state that I: Tran Ngoc Viet Hoai in group 10.1.E6, being a
candidate for the degree of Bachelor of Arts (TEFL) accept the requirements
of the College relating to the retention and use of Bachelors Graduation Paper
deposited in the library.
In terms of these conditions, I agree that the origin of my paper
deposited in the library should be accessible for the purposes of study and
research, in accordance with the normal conditions established by the
librarian for the care, loan or reproduction of the paper.
TRAN NGOC VIET HOAI
5
th
May 2014
ii
ACKNOWLEDGEMENTS
I would like to express my deepest gratitude to my supervisor, M.A Phan Van
Quyen, for her useful guidance, insightful suggestions, and constant

encouragements during this study.
I also wish to acknowledge with my indebtedness to all my lecturers in
English Departments who have taught and inspired me throughout four years
studying at the university.
My deep appreciation come to my friends, Võ Vân Khanh from group 10.1.
J1, ULIS, Hoàng Thùy Dương from group 512705A1 and Ngô Khánh Toàn
from group 511705B, Phương Đông University, 浅 沼 憧 磨 from 流 通
Economy University who supported me a lot in giving helpful suggestions for
me in my approach to Japanese cultures and enthusiastically supported me in
the preparation and delivery of the survey questionnaire.
Special thanks are also due to the contribution of all my friends and to all the
research participants, both Vietnamese and Japanese for their assisstances and
encouragements in my data collection. Without their valuable opinions and
consistent support, the research would not have been accomplished.
Last but not least, I would like to express my sincere gratitude to my family
whose love, encouragement and support immensely help me overcome all
difficulties to complete the thesis.
Tran Ngoc Viet Hoai
iii
ABSTRACT
This thesis deals with similarities and differences in Japanese and
Vietnamese business styles. The objectives of the study are to investigate
the similarities and differences in some management practices and
beliefs between Japanese and Vietnamese companies and to give
explanations to some of them based on cultural knowledge reviewed
from previous research.
A survey questionnaire was designed for Japanese and Vietnamese
businesspeople who have experience working in Japanese – Vietnamese
business environment. The data analyzed from the questionnaire is
employed to figure out the similarities and differences in business styles

of companies from two countries. The first part of the questionnaire
require personal information of the respondents. The second part is
composed of 6 questions designed to explore the styles companies in
Japan and Vietnam apply in daily management practices.
The results demonstrate significant similarities and differences in the
ways Japanese and Vietnamese businesspeople conduct business and run
the organizations. Some findings appear to be contrast to or difficult to
explain based on reviewed literature which proves the dynamics of
culture. The study hopes to bring helpful findings for people concern and
raise important problems for further research.
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TABLE OF CONTENT
List of tables and figures vi
PART I. INTRODUCTION 1
PART II. DEVELOPMENT 5
2.3. Research method 20
The commitment between two parties in a business deal is commonly made based on
____________? 23
Which type of negotiation style is preferred in your company? 25
Which of the following practices are acceptable in your company? 26
PART III. CONCLUSION 35
REFERENCES 37
The commitment between two parties in a business deal is commonly made based on
____________? 47
Which type of negotiation style is preferred in your company? 48
Which of the following practices are acceptable in your company? 48
v
List of tables and figures
Table 3.1. Task versus relationship in preferred types of commitment in
Japanese and Vietnamese companies 21

Figure 3.1. Task versus relationship in preferred types of commitment in
Japanese and Vietnamese companies 21
Table 3.2. Negotiation in Japanese and Vietnamese companies 23
Figure 3.2. Negotiation in Japanese and Vietnamese companies 23
Table 3.3.1. Punctuality in Japanese and Vietnamese companies 25
Figure 3.3.1. Punctuality in Japanese and Vietnamese companies 25
Table 3.3.2. Punctuality and hierarchy in Japanese and Vietnamese companies
26
Figure 3.3.2. Punctuality and hierarchy in Japanese and Vietnamese
companies 26
Table 3.3.3. Time management in Japanese and Vietnamese companies 27
Figure 3.3.3. Time management in Japanese and Vietnamese companies 27
Table 3.3.4. Attitude towards interruption in Japanese and Vietnamese
companies 28
vi
Figure 3.5.4. Attitude towards interruption in Japanese and Vietnamese
companies 29
vii
PART I. INTRODUCTION
1. Rationale
Since 1995, Japan has become one of the most important
economic partners and the top ODA (Official Development Assistance)
donor in Vietnam. According to Ministry of Planning and Investment –
Foreign Investment Agency, Vietnam ranks number 1 in Japanese
investment among Asian countries with the capital takes up nearly 45%
of total Japanese investment cost spent on Asian market. The entrance
of the year 2014 laying a historical milestone in the 40 – year –
diplomatic relationship between Vietnam and Japan heralds a new era
of the two countries’ bilateral comprehensive strategic partnership.
Business ventures between Japanese and Vietnamese organizations,

therefore, are likely to keep increasing.
However, high number of business interactions between two
cultures does not guarantee harmonious long – term relationship, as
Schneider in his book Managing Across Cultures states: “In every cross
– border alliance there are seeds of potential cultural conflict and
misunderstanding.” Although the cultural gap between the two
countries appears to be narrow, it is obvious many Vietnamese and
Japanese entrepreneurs encountered significant conflicts as they work
on joint ventures. Every culture embraces its own unique customs,
beliefs and values, which make it extremely for people from different
cultures to talk openly, to share opinions and to understand one another.
1
A meeting called “Business Connection Seminar” held in Ho Chi
Minh City in 2013 discussing some differences in Japanese –
Vietnamese culture emphasizes the need to “bridge the gap” between
two cultures to promote cooperation. In order to do so, it is necessary
that businesspeople working in foreign countries are fully equipped
with effective cross – cultural competence which can only be achieved
by good knowledge of similarities and differences between cultures.
As a university students with previous experiences of working
with Japanese businesspeople, I realize the importance of intercultural
competence in bringing fruitful outcomes in international business
cooperation. Therefore, I decided to work on this research to discover
the similarities and differences in the way Japanese and Vietnamese
implement their business practices. I hope that the findings of the study
would effectively contribute to further studies in the field.
2. Aims of the study
The study aims at:
- Drawing the readers’ attention to the importance of cultural
differences in doing cross – border business.

- Investigating the similarities and difficulties in Japanese and
Vietnamese business styles through the analysis of the survey
questionnaire.
- Proposing explanations for the similarities and differences based on
theoretical knowledge on basic assumptions of Japanese and
Vietnamese cultures.
2
- Offering some practical suggestions regarding business styles for
people having intention to conduct business related to Vietnamese
and Japanese organizations.
3. Significance of the study
Recently, Japan raises as a phenomenon in Vietnam as the
number of Japanese coming to Vietnam as tourists, oversea students or
businesspeople keeps increasing. Japanese popular culture also holds
strong affection for young people in Vietnam. It is obvious that the
number of Japanese language and culture learners in Vietnam has
become increasingly significant. However, the research related to Japan
carried out by Vietnamese students has not crossed the boundary of the
use of Japanese and the introduction of some artifacts in Japanese
culture. The topic of business culture which appears to be very
important still receives insufficient attention.
For the reason, I find it a pleasure to carry out this study titled
“Similarities and differences in Japanese and Vietnamese business
styles” as a good reference for Japanese who have intention to transact
business with Vietnamese partners and vice versa. Hopefully, the study
will provide practical suggestions for many people in need.
4. Scope of the study
The study concentrates on business culture in Japanese and
Vietnamese companies. Because business culture is an abstract
definition, in order to discover the similarities and differences in the

underlying values people from a culture believe in, it is necessary to
research surface behaviors displayed by its people. The study,
3
therefore, focus on the analysis of basic assumptions on Japanese and
Vietnamese cultures reflected in Japanese and Vietnamese business
styles.
The research targets at Japanese people having experiences
working with Vietnamese or in Vietnamese business context and vice
versa. Both Japanese and Vietnamese participants are currently living
in Japan or Vietnam.
5. Structure of the study
As for the design of the study, it consists of three main parts:
Part I – Introduction – presents the rationale, aim, significance and
scope of the study
Part II – Development – is composed of three chapters:
Chapter 1 – Literature Review – introduces the definition of culture in
general, national culture and business culture in particular, and presents
significant characteristics of Japanese and Vietnamese cultures as well
as elements of business cultures based on the principal theoretical
concepts about business culture of Edgar H. Schein and Geert Hofstede
which function as framework for the study, and presents some previous
studies related to the topic.
Chapter 2 – Methodology – mentions the research questions, data
collection instruments, method of the study, selection of subjects, data
collection procedures and data analysis.
4
Chapter 3 – Data Analysis – presents the results of the study by
comparing and contrasting the figures.
Chapter 4 – Findings and discussion – discusses the data collected in
order to answer the research questions.

Part III – Conclusion – summarizes the most important findings of the
study, presents some limitations of the study and puts forward some
recommendation for further study.
PART II. DEVELOPMENT
CHAPTER 1. THEORETICAL BACKGROUND
1. Culture, national culture and business culture
1.1. Culture
Culture is one of the highest frequency words featured in daily life.
Nevertheless, the definitions of culture are particularly numerous that it
become one of the most abstract and complex terms in language and
social study. Edward T. Hall, one of the founders of intercultural
communication, in his book Beyond Culture (1976) defines culture as
unexamined behaviors which are taken for granted by a group of people.
5
Every members of a society poses different characteristics and leads
different life styles, but culture is shared among them as a silent way of
communication that helps them get along with each others easily.
Susan C. Schneider and Jean L. Barsoux in their book Managing
across culture (1997) develop interesting framework of cultural
dimensions. They compare culture to the ocean. As people explore the
concepts of culture, they follow the steps of a diver. On the surface of the
ocean ride the waves of artifacts, rituals and behavior that can be
observed clearly with our five senses such as language, architecture, art
and literature, pace of life or emotional display and gestures. In order to
verify these artifacts, one has to look below to find beliefs and values
which are used to explain the surface behaviors. Beliefs refer to what
people perceive things and values refer to the ideal beliefs, in other words,
what people prefer things to be. Beliefs and values can be perceived as
views about leaders, importance of work and jobs, attitudes about men’s
and women’s roles, or how the individual fits into society, Further

down rest the underlying assumptions needing to be inferred through
interpretation. The word “assumption” indicates the concept of the
culture’s deepest level, the values that people usually take for granted and
treat as nonnegotiable. These assumptions teach members of a society
how to deal with problems of “external adaptation” (how to survive) and
“internal integration” (how to stay together). Therefore, the assumptions
help explain the reason behind its people’s behaviors, beliefs and values.
1.2. National culture and business culture
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National culture is the culture shared by citizens within the
boundary of a country. On the other hands, business culture, in other
words, corporate culture, or organizational culture, can be defined as
“the collective programming of the mind that distinguishes the members
of one organization from others” (Hofstede). In other words, national
culture refers to the shared beliefs, values and behaviors at national level
while organizational culture refers to those at organization level. The
relationship between national culture and business culture has become
the centers of debate for many researchers on business managements
around the world, and it is proved that national culture exerts significant
influences on organizational culture as its role as one of many other
factors that shape the organizational culture as personality of founder,
expectation of stakeholders, and type of technology in use. However,
Hofstede finds out that cultural differences between nations are
particularly found at the deepest level of values while cultural
differences among organizations are principally identified at the surface
level of practices. Therefore, it is necessary to investigate the deepest
level of national culture and the practices of organizational culture in
order to understand the relationship between them. The most popular
framework of cultural dimensions which influences business
organization’s behaviors is developed by Geert Hofstede including five

dimensions called Hofstede dimensions of national cultures. On the other
hands, one of the most effective approach to business culture is the
model developed by Edgar H. Schein in his book Organizational
Culture and Leadership (1992).
1.2.1. Hofstede dimensions of national cultures
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1.2.1.1. Power Distance Index
The dimension focuses on the degree of equality people expect in
a society. A high power distance ranking country allows the growth of
inequalities of power and wealth within its people while in a low power
distance ranking country, people demand the equality in the pursuit of
power, wealth and happiness.
1.2.1.2. Individualism versus Collectivism
Countries ranking high score in individualism put more attention
to the values and achievements of individual than of the group. In such
society, individuals independently focus on their own achievements and
interrelationship. On the other hand, collectivist countries are societies
of close – knit relationship reinforced among its network of members.
In these cultures, loyalty is heavily stressed in order to acquire group
harmony.
1.2.1.3. Masculinity versus Femininity
The degree of masculinity symbolizes the value of
competitiveness within the society. A country highly ranking in
masculinity highly values “achievement, heroism, assertiveness, and
material rewards for success”(Hofstede). At the other side of the
spectrum, a country with high score of femininity focuses more on
“cooperation, modesty, caring for the weak and quality of life”
(Hofstede).
1.2.1.4. Uncertainty Avoidance Index
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The index indicates the degree of tolerance a country fosters for
uncertainty and ambiguity. It is the question whether one can control
his own fate or not. In countries with high score in Uncertainty
Avoidance Index, people implement strong laws, rules, regulations and
controls in order to avoid the uncertainty. In contrast, countries with
high score in Uncertainty Avoidance Index prefer a variety of
opportunities, they readily accept changes and are opened to risk –
taking.
1.2.1.5. Long – term orientation versus short – term orientation
According to Hofstede, people from long – term orientation look
forward to future instead of longing for the past: "Long Term
Orientation stands for the fostering of virtues oriented towards future
rewards, in particular perseverance and thrift. Its opposite pole, Short
Term Orientation, stands for the fostering of virtues related to the past
and present, in particular, respect for tradition, preservation of ‘face’
and fulfilling social obligations.” (Culture’s Consequences, 2001:359).
Therefore, people of long – term orientation tend to search for
persistence and personal adaptability while people of short – term
orientation prefer quick results and stability.
1.2.2. Schein’s framework of organizational culture
According to Schein, organizational culture is “a pattern of
shared basic assumptions that the group learned as it solved its
problems of external adaptation and internal integration” (2006: 17).
External adaptation indicates the control over nature, human activity,
and the truth and reality. American culture, usually refered to as “can –
9
do” culture, believes that nothing is predetermined. American
managers, hence, always try to change things or make things happen.
They initiate the action without taking time for reflection because they
believe “better to make the wrong decision than no decision.” On the

other hands, Latin and Asian managers take into consideration many
other factors before they come up with the decision. To them, it is
necessary to watch, plan, reflect, and finally learn to adapt with the
emerging situation to effectively deal with problems.
Internal integration deals with relationship between people in
business. It focus on the importance of task versus relationships to
answer the questions whether a business should be conducted between
partners of close connections in order to foster trust or between
strangers to ensure sound judgement. It also mentions the structure of
relationship between people. In some cultures, the gap between people
of different status, salary, working duration or experience, and even
gender is not significant. However, in Japan, Korea and other Asian
countries, these factors play an important roles in interrelationship
within an organization. Last but not least, the role of individual within a
group is taken into consideration. People from individualistic culture,
typically American, work independently and stay away from emotional
reliance while in collective cultures like Japan, the concern for the
group dominates self – interest.
The culture within any organizations, according to him, is a set of
codes including artifacts, espoused values and beliefs, and basic
assumptions which is quite similar to the framework of culture
developed by Susan C. Schneider and Jean L. Barsoux.
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1.2.2.1. Artifacts
The artifacts refer to surface objects and observable behaviors
adopted by the company and its members. Artifacts can be listed as the
company’s mission statement, its architecture, styles of languages used
by its members, its ceremonies and management practices.
Management practices can be employed to explore the basic
assumptions which is the root of the organizational culture. These

practices involve the work of the manager to “coordinate human and
nonhuman resources in order to accomplish the objectives of the
organization.” (Harris & Moran, 1983: 70). Some of the most typical
practices can be listed as decision – making, conflict managing,
negotiating, rewarding, business partner selecting, recruiting, (Ward
& Bochner, 2001). These practices reflect important attitudes towards
tasks, productivity, relationship, group functioning,
1.2.2.2. Espoused beliefs and values
Espoused beliefs and values represent strategies, goals and
philosophies adopted by the organization. The strategies, goals and
philosophies might be initially adopted by the leader of the organization
then reinforced among the members of the organization. They teach the
member what is a preferred way to solve the problems, what is
considered right, what is considered effective, Espoused beliefs and
values can be interpreted with the company’s state of mission or vision.
1.2.2.3. Basic assumptions
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Basic underlying assumptions is called “theory – in – use”, the
nonnegotiation and nondebatable assumptions that guide members of
the organization how to perceive the things around them. These
assumptions stay invariable through the time because people take them
for granted in regulating their behaviors. The assumptions are reflected
in people’s perception of external adaptation (the relationship between
human and nature, the nature of human activity, the nature of truth and
reality), internal integration (human nature, relationship with people
such as importance of task versus relationships, masculinity versus
femininity, hierarchy and individualism versus collectivism) and
linking assumptions on space, language and time. (Schneider &
Barsoux, 1997) .
2. Characteristics of Japanese and Vietnamese culture

2.1. Characteristics of Japanese culture
Japan, the third economic power in the world, has become a
familiar term around the world. Japanese cars, Japanese fridges,
Japanese tsunami, Japanese radioactive leak, Japanese incredible
recovery, can be found in any newspapers at any corners of the
globe. However, Japan has remained a mystery to many researchers and
scholars for its rich traditions and unique cultures. Many writers have
attempted to discover Japanese cultures and come up with various
definitions and categorizations, but the very basic characteristics of
Japanese cultures can be presented as below.
2.1.1. Group orientation
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“Japan has been historically, and remains without doubt, one of
the most group – oriented societies on earth” (Ellington:163). While
Vietnam is located in a favourable position, Japan is isolated from the
other parts of the world as a small archipelago surrounded by Sea of
Japan to the west, East China Sea to the south, Pacific ocean to the east
and Sea of Okhotsk to the north. Adverse natural conditions with
potential earthquakes and vocalnic eruption along with continous
threats of military invasion make Japanese stick together. Moreover,
widespread and deep influence of Confucianism also accounts for the
extreme collectivistic attitude of the Japanese. Chie Nakane in her book
Japanese Society (1970) also mentions the value orientations of this
attitude as loyalty, persistence, perserverance, and obligations. Samurai
is an example of “such group – orientation values as loyalty and
responsibilities to others” (Ellington:164).
One of the most typical features of group orientation value is the
desire for group harmony. Edwin Reischauer in his book The Japanese
today: Change and Continuity explains that the harmony can be
achieved “by a subtle process of mutual understanding, almost by

intuition, rather than by a sharp analysis of contrasting views or by
clear – cut decisions”.
2.1.2. Strictly hierarchical structure
According to Nakane, “Japanese social groups are characterized
internally by vertical relationships, oftentimes established through
elaborate ranking systems. Once ranking is established, strong emotion
ties the hierchy together through a cultural system of loyalty from the
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bottom and paternalistic obligation from the top” (1970: 149). Because
the Japanese tend to jugde by intuition rather than by reason, their
loyalty becomes unconditional. The fact that Japanese usually work
under lifetime employment sets an excellent example for the attitude. It
is the unconditional loyalty that strengthens the hierarchical structure in
Japanese society.
However, the gap between attitudes towards ingroup and
outgroup members typical in Japanese society draws clear distinctions
within any group’s hierarchical structure. “Japanese are not only loyal
to particular groups to which they belong, but within the typical group,
a clear hiarchy exists with different members having different amounts
of status” (Nakane, 1970: 165). A Japanese, hence, would treat her
junior who has just joined the company differently from her recent
colleagues and her managers.
2.1.3. Work devotion
An old saying goes “Rome wasn’t built in a day”, and the
Japanese did not make their economic miracle by chance. According to
Ellington, work place gradually replaced home as a primary group for
many Japanese men after World War II. The Japanese white – collars
are called “samurai in suits” as they devote their time and effort
working for the sake of the company in particular and for national
prosperity in general without desires for additional payment. The

salarymen with perserverance and fortitude were “in many senses the
backbone of the Japanese economy” (Matsumoto, 2007: 68). Japanese
work devotion are also enforced with self – discipline, a value
14
originally embodied by the warriors that established the Japanese
feudal goverment long time ago. The devotion to society in general and
to the company in particular, is witnessed to be the product of “firm
inner self – control that has made him master of his less rational and
antisocial instinct.” (Reischauer, 1988:163)
2.2. Characteristics of Vietnamese culture
Being located in a strategic position – bordering the Power China
to the south, parallel to the East sea trading route; Vietnam has been
under a great influx of cultural influences during its 4000 – year
history. A thousand year of Chinese domination back to the first
millenium A.D witnessed the initiation and expansion of Confucianism
and Taoism in Vietnam. Later, Buddhism was introduced into the
country by Chinese and Idian monks, then flourished and reached its
height during the reign of Lý Dynasty by the close of eleventh century.
Since then, the three doctrines have planted their deep roots into
Vietnamese culture and advocated a code of social behavior for
generations of Vietnamese. Under the French colonialism in late 19
th
century, some Vietnamese intelligentsia and wealthy started to adopt
Western values of individual freedom. Nevertheless, certain
characteristics solidly constructed based on the triple religion are still
preserved and enriched.
The following section presents most representative values
embodied by Vietnamese people reviewed from previous studies.
2.2.1. Strong sense of community
15

“Strong sense of community is felt by all Vietnamese” (Ellis: 85).
Heavily influenced by Confucianism, Vietnamese appreciates group
harmony and forges strong relationship with the community around
them including family, neighbors and society. Confucian classics and
ethics rooted in the country’s education system until 20
th
century
promote anti – individualisticism which teaches people to establish and
maintain positive connection with their surroundings. Moreover, wet –
rice cultivation which is adopted as main economic activity demands
cooperation in work of the people. An old saying: “one gesture of
forbearance gives you nine good things” effectively demonstrates
people’s attitude towards conflicts in group.
2.2.2. Allegiance to family
Family is considered to be the basic unit of a society, and
Confucianism educates children to value family more than the
individual, to fulfill filial piety with parents and to pay respect to the
ancestors. In Vietnam, as well as in other countries which embrace
Confucianism philosophy as China, South Korea and Japan, “life
revolves around the family”(Ellis:85). Most Vietnamese, therefore,
assign major priority on their roles and responsibilities to manage the
domestic affairs within an extended family including grandparents,
parents, and siblings: “A drop of diluted blood is better than a pond of
clean water” (Một giọt máu đào hơn ao nước lã).
2.2.3. Adaptability
According to Tran Ngoc Them, because one of the typical
characteristics of agricultural cultivation is a heavy reliance of the
16
farmers on natural conditions, Vietnamese people who mainly live on
farming learn to be adaptable and flexible (Cơ sở văn hóa Việt Nam,

pg. 15). Furthermore, frequent threats from foreign aggressions and
natural disasters suggest a principal reason for the people’s acceptance
of the current situation and flexible attitudes as illustrated by the
proverb “In a gourd one becomes round, and long in a pipe” (Ở bầu thì
tròn ở ống thì dài).
2.2.4. Sentimentalism
Vietnamese people are perceived to value sentimental attachment
in interpersonal relationship. Traditionally, Vietnamese families live
together in a village and “a community spirit is also appreciated
among neighbours living in and around the village” (Phan Dai Doan,
1995: 59). In order to maintain a permanent harmony, Vietnamese
people try to live in accord with high priority set on the duration and
experience of interpersonal relationship.
3. Previous study
The approach of globalization nowadays opens up considerable
opportunities for cultural exchange in business context, hence, business
cultures in compare and contrast has become a critical issues among
scholars who concern about culture and globalization. Japan has been at
the center of attention due to the rapid development of its economy at
the approach of 21
st
century and the widespread network of its business
partners across the globe and has been used as a popular economical
subject to compare and contrast with many other countries. Many
research have been conducted between Japanese and Western
17
countries’ business. However, the studies among Asian countries are
found to be of smaller number. Significantly, Rohit Deshpande and
John U. Farley from Havard Business School had a research published
in Journal of International Marketing investigating the influence of

Japanese business cultures on the performance of Japanese companies
in compare with Idian companies based on the universal high
performance model framework. The study brings out the result that
despite the different economic environments in Japan and India, the
general factors influence the business performance in the two Asian
countries are roughly similar. Vietnam corporate culture, on the other
hands, has not received considerable concern from international
scholars but only gained domestic interest. Research have been carried
out to study busniess cultures in Vietnamese companies, and among
them stands out the thesis of Nguyen Khanh Ly Ly from Vietnam
National University which explores the subject based on the
organizational culture model developed by Edgar H. Schein and the
culture model by Geert Hofstede. Organizational culture of FPT
company (an information technology and communication in Vietnam)
was investigated using the characteristics taken from Schein and
Hofstede framework of cultures. The findings of the study present a
defintion of business cultures in the company and draw out
achievements and shortcomings of the business performance under the
influence of business culture.
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