Purpose: The purpose of this paper is to investigate the impact of leadership styles on different organizational outcomes and value structure such as: overall business performance, working style, motivation and trust of employees, management efficiency and corporate culture in the context of Vietnamese small and medium enterprises (SMEs).Design/methodology/approach: The authors perform a qualitative analysis and gather data by conducting conversational semi-structured interviews with 51 SME managers from different industries. Data were analyzed using a step-by-step approach following Creswell.Findings: The study explores the effects of leadership styles on various organizational outcomes. Given the features of SMEs, it sheds light on the significance of leadership styles in changing work environment, increasing staff retention, and promoting the viability of SMEs. It also discusses the selection of leadership styles in accordance with Vietnamese culture.Practical implications: This study has practical implications on human resource management in the context of SMEs. SME managers, training providers and support agencies may utilize the research outcomes to raise the awareness of SMEs leaders. Based on the research findings, appropriate training programs should be developed to assist managers in tackling major problems.Originality/value: Although several previous studies have tried to investigate the influence of leadership styles on organizational outcomes, this is the first research to explore the topic in the context of SMEs and in conjunction with the Vietnamese culture.

Purpose: By adopting the theory of planned behaviour, this study aims to provide insights into how entrepreneurial education (EE) contributes to the entrepreneurial process, especially entrepreneurial behaviour (EB). Design/methodology/approach: The research used a sample of 2,566 students from 16 universities in Vietnam. The conceptual framework’s coefficient paths underwent testing using structural equation modeling, and the mediation effects were determined using the PROCESS bootstrapping method. Findings: The study revealed that EE directly influences EB in Vietnam, despite having no direct effect on entrepreneurial intention (EI). In addition, EE indirectly influences EI and EB through enhancing attitude towards entrepreneurship and perceived behavioural control. Practical implications: These findings suggest that policymakers should consider the value of investing in EE programmes as a means of promoting EB. Offering students opportunities to engage in real-life entrepreneurial activities, such as business plan competitions, internships with local start-ups and access to mentorship from established entrepreneurs, can play a pivotal role in their translating knowledge into action. This practical approach can significantly contribute to the development of an entrepreneurial ecosystem in Vietnam. Originality/value: While many studies have investigated the influence of EE on EIs, there is a lack of research on the behavioural outcomes of such education. Furthermore, the findings regarding the EE–EI relationship are inconsistent. Therefore, this study provides valuable insights into how EE can foster the intention and behaviour to engage in entrepreneurship.

The subject of stimulating employees toward digital transformation has always been one of the most significant topics, attracting the interests of scientists and decision-makers. This study analyzes the impact of critical factors, including self-efficacy, attitude, leadership, and employee characteristics on employee readiness for digital transformation and job performance. The variables were selected based on the extended theory of planned behavior and personal resource adaption models. To achieve the research objective, partial least squares structural equation modeling was employed. Data were collected from a survey of 302 employees of SMEs in Vietnam. Research findings showed that employees attitude (β = 0.1148; p < 0.05), self-efficacy (β = 0.3737; p < 0.05), and characteristics (β = 0.3328; p < 0.05) affected their readiness for digital transformation. Employees self-efficacy and characteristics also demonstrated direct impacts on job performance. Meanwhile, leadership showed no direct impact (p = 0.6430) but an indirect impact on job performance through readiness (β = 0.1360, p < 0.05). Additionally, among the factors, employee readiness is the most substantial predictor of job performance (β = 0.5152). The findings can benefit Vietnamese SME managers and policymakers, as they can better understand employees and develop effective strategies and measures to promote employee readiness and job performance in a digital transformation context. AcknowledgmentThis article is a scientific product of the ministry-level project “Research on factors affecting digital transformation of small and medium-sized enterprises in Vietnam”, code B2022-BKA-22, funded by the Ministry of Education and Training of Vietnam.

Factors Influencing on Purchasing Formula Milk for Babies: An Empirical Research in Hanoi

Today organizations have confronted a dynamic environment and open-end changes from the VUCA world; they must always competitively struggle to change themselves to increase operational efficiency, financial effectiveness, and strategic capabilities development for survival. Along with changes, they must maintain customer satisfaction and employee engagement in a manner with limited resources. Therefore, understanding the nature of organizational change, and the mechanisms of effectively managing change so that organizations can successfully achieve the goals of change is a vital field for management. For the question, the paper adopted the methodology of the exploratory approach; it examined the literature to present the dimensions and characteristics of organizational change and change management. To integrate all findings from the exploratory study into a unified form, the authors propose a system-based framework for managing organizational change, that hopes to help organizations increase their change success ratio when applying to their own contexts, especially in their digital transformation, which is considered the most complex, open-end and holistic change nowadays.