This book presents a comprehensive overview of managers and
management in Vietnam, based on extensive original research,
including interviews with a large number of managers in Vietnam. It
shows how management in Vietnam is best understood from the
perspective of Vietnamese managers themselves, rather than in terms
of Western or Asian models of management. It discusses the range of
enterprises in the Vietnamese economy, which, until 1986, was
dominated by large state-owned enterprises and Soviet-style central
economic planning, and where there is now a much greater variety,
with a mix of privatised state-owned enterprises, foreign-owned
companies, joint ventures and a very large number of relatively
small private companies, all operating in a social market economy
where Party ideology emphasises a balance between economic growth
and workers rights. The book demonstrates how the tensions arising
from this economic landscape are reflected in the views and actions
of managers as they balance economic and social goals in their
work, and how their activities are constrained further by the
enduring influence of local culture which is not always amenable to
imported ideas and methods. As many managers have worked in
different kinds of companies, the book also reveals a great deal
about management in different contexts and also about how companies
have changed as the reform process has evolved. "
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