Purpose: The purpose of this study is to present an exploration of green intrinsic motivation’s mediating role in the relationship between socially responsible human resource management (SRHRM) and employee workplace green behaviour. Additionally, green leadership behaviour’s moderating role within this relationship is investigated. Design/methodology/approach: Data were collected via a survey using a convenience sampling approach with a sample of 300 employees in Vietnam. A path analysis and the bootstrapping technique in the SPSS Process macro were used to test the hypotheses. Findings: The results demonstrate that employee green intrinsic motivation mediates the association between SRHRM and workplace green behaviour. Furthermore, the findings indicate that green leadership behaviour attenuates the mediation. Practical implications: The findings suggest that managers should be aware of green intrinsic motivation’s role in encouraging employee workplace green behaviour that results from SRHRM implementation. Organisations should provide resources and enact policies to promote green intrinsic motivation and foster employees’ engagement in workplace environmental activities. Additionally, organisations must be aware of the potentially negative impact of green leadership behaviour and proactively ensure that such actions are authentic, aligned with SRHRM practices, applicable to employees’ work and administered carefully to prevent the perception of micromanagement. Originality/value: This is the first study to examine green intrinsic motivation as the underlying psychological mechanism and green leadership behaviour as the boundary condition that affects the relationship between SRHRM and employee workplace green behaviour.

Background This study examines the intricate relationship between corporate culture, service quality, and customer satisfaction in franchise businesses operating in the Mekong Delta region of Vietnam. Given the increasing significance of corporate culture in shaping business performance, this research aims to uncover its direct and indirect effects on customer satisfaction. Methods The study utilizes a dataset of 207 observations and employs a rigorous analytical framework. The methodology includes descriptive statistics, Cronbach’s Alpha for reliability assessment, Exploratory Factor Analysis (EFA) for dimensionality reduction, Confirmatory Factor Analysis (CFA) for model validation, and Structural Equation Modelling (SEM) for hypothesis testing. Results The findings highlight the significant influence of corporate culture on service quality, which subsequently impacts customer satisfaction. Moreover, service quality is identified as a mediating factor, demonstrating an indirect pathway through which corporate culture enhances customer satisfaction. These results underscore the interconnectedness between organizational culture and service performance, particularly in franchise settings within emerging economies. Conclusions This study offers practical insights for franchise business operators seeking to enhance their competitive advantage. Establishing a strong corporate culture that emphasizes customer orientation, innovation, and employee engagement is crucial. Additionally, investment in service quality—through employee training, process improvements, and customer-centric policies—is essential for fostering customer satisfaction and loyalty. This research contributes to the literature on organizational behavior and service management by shedding light on the mechanisms through which corporate culture influences customer satisfaction via service quality. It provides a nuanced understanding of these dynamics in the underexplored context of franchise businesses in Vietnam, offering valuable implications for both academia and practice.

The study utilizes data collected from annual reports to investigate factors influencing the financial performance of businesses in the transportation and warehouse sector during the period from 2019 to 2021, specifically focusing on organizational culture factors. To achieve the research objectives, various estimation methods were employed, including Ordinary Least Squares (OLS), Fixed Effects Model (FEM), and Random Effects Model (REM) regression models. Through relevant tests, the study determined that the FEM model was most suitable. Subsequently, the model's shortcomings were addressed, and adjustments were made using Feasible Generalized Least Squares (FGLS) method. Based on the estimation results, the author identified statistically significant characteristics, including the market culture and hierarchical culture, which positively influence the financial performance of companies as measured by the Return on Assets (ROA) ratio.

This study was conducted to identify the elements that constitute corporate culture, applying Denison’s organisational culture (DOC) model. The study uses the following data analysis methods: descriptive statistics methods were used to determine the enterprise culture's strengths and weaknesses and the DOC model to assess corporate culture. The results show that the corporate culture scale of the studied business is made up of 12 factors: empowerment, team orientation, capacity development, core values, agreement, coordination and integration, creating change, customer focus, organizational learning, strategic direction and intent, goals and objectives, and vision. The results show that the studied enterprises achieve consistency when building a long-term vision and mission, and stable objectives. According to the DOC model's calculation formula, core values, agreement, coordination and integration are also significantly promoted in the studied enterprises' corporate culture.

This study aims to investigate the impact of leadership style on organizational commitment in the context of small and medium enterprises (SMEs) in Vietnam, thereby proposing some implications to enhance the engagement between employees and SMEs. This study adopted the Multiple Leadership Styles scales and Organizational Commitment Questionnaire to develop a survey questionnaire in the context of Can Tho Vietnamese SMEs. Primary data was then collected by distributing 300 questionnaires to employees, who are working at SMEs in Can Tho Vietnam. There were 217 valid questionnaires that were eligible for further analysis including Cronbach's alpha reliability analysis, exploratory factor analysis, and multivariate regression analysis. Our estimated results indicated that transformational, transactional, and passive/avoidant leadership styles had a significant relationship with organizational commitment. Specifically, transformational and transactional leadership style has a positive impact on organizational commitment, which is denoted by loyalty, effort, and pride of employees. Meanwhile, passive/avoidant leadership style has both a negative impact and a positive impact on employee commitment. This is a new contribution found from the study that leadership style has a considerable impact on organizational commitment.

This study used both qualitative and quantitative research methods, surveying 325 respondents. Initially, the research model included seven factors that could influence students' entrepreneurial intentions: university, government, support organizations, funding providers, research organizations, large enterprises, and service providers. The results from the multivariate regression analysis identified four significant factors: universities, funding providers, research organizations, and large enterprises. The study also found that three variables—government, support organizations, and service providers—were not statistically significant. In conclusion, the key factors within the entrepreneurial ecosystem of multidisciplinary universities that influence students' entrepreneurial intentions are the university, funding providers, research organizations, and large enterprises.