This paper systematizes the theoretical foundation and empirical evidence of the impact of leadership behavior on entrepreneurship in state-owned enterprises, and the difference between state-owned enterprises that applied management based on the accountability of leaders, and those that did not. The paper uses the OLS regression model to identify the impact of leadership behavior on the entrepreneurship of state-owned enterprises by using data from a survey of 259 civil servants in Vietnamese state-owned enterprises. In our sample, 109 respondents belonged to the category of state-owned enterprises that did not apply management based on accountability, and 140 were state-owned enterprises that applied management based on accountability. The findings show that leadership behavior has a positive impact on the entrepreneurship of state-owned enterprises that do and do not apply management based on accountability, with results of 0.305 and 0.022, respectively. Moreover, the regression model is used to identify the factors that influence leadership behavior, including vision and wage policy having a statistical significance and positive impact on the leadership behaviors in all the state-owned enterprises. Additionally, some factors, including policy building, hi-tech usage, culture, teamwork, and training policy have positive impacts on leadership behavior in Model 1, and encouragement, monitoring, responsibility, and recruitment policy had positive impacts in Model 2 among the state enterprises. Additionally, this paper recommends some policies to promote leadership behavior in state enterprises in Vietnam.

The global food system faces significant vulnerabilities due to pandemics, which not only disrupt economies and governmental functions but also threaten food security and public health. Organic farming, particularly within cooperatives, plays a crucial role in promoting sustainable agriculture and enhancing rural development while contributing to ecosystem protection. This study investigates the production efficiency of 306 agricultural cooperatives in Hung Yen Province, Vietnam, before and during the COVID-19 pandemic. The efficiency assessment utilizes the analytic hierarchy process (AHP) model to examine the influence of factors such as the potential of cooperatives, labor resources, production processes, supply chains, and governmental support on the technical efficiency of these cooperatives. The findings indicate that organic cooperatives in Hung Yen maintained production efficiency throughout the pandemic, largely due to the adoption of advanced technologies and active participation in supply chains, which facilitated swift adaptation to new challenges. Among the influencing factors, the internal potential of cooperatives, labor resources, product development processes, and supply chain dynamics were identified as the most significant, whereas governmental support was found to have the least impact (0.07 for the first group, 0.06 for the second, and 0.06 for the third) during the pandemic. Additionally, three key factors-years of operational experience, product diversity, and business procedure support-were determined to have the greatest effect on production efficiency across different cooperative groups in the COVID-19 context. The study underscores the importance of enhancing the intrinsic potential of organic cooperatives to better adapt to rapid changes, thereby supporting rural development and agricultural productivity in the face of economic shocks such as the COVID-19 pandemic.

Community-based tourism enterprises (CBTEs) play an important role in supporting local livelihoods, preserving cultural heritage, and promoting sustainable tourism development. This study examines the relationships among supply chain integration, resilience capabilities, and sustainable development using survey data from 256 community-based tourism enterprises in Vietnam. A two-stage empirical approach combining Seemingly Unrelated Regression (SUR) and Ordinary Least Squares (OLS) models was employed. The findings indicate that network design and information systems positively influence both proactive and reactive resilience capabilities, while collaboration strengthens proactive resilience but negatively affects reactive resilience. Strategy exerts the strongest positive effect on reactive resilience. Furthermore, both proactive and reactive resilience capabilities positively contribute to environmental, social, and economic sustainability outcomes. Reactive resilience demonstrates the strongest impact on environmental sustainability, whereas proactive resilience has the greatest effect on economic sustainability. An unexpected finding is the negative relationship between collaboration and reactive resilience, suggesting potential trade-offs between stakeholder dependence and organizational flexibility. This study extends Dynamic Capability Theory by distinguishing between proactive and reactive resilience capabilities and explaining how resilience facilitates the transformation of supply chain integration into sustainable development outcomes. The findings have practical implications for strengthening resilience and promoting sustainability in community-based tourism enterprises.

The Voluntary Carbon Market (VCM) is emerging as a complementary governance mechanism supporting global net-zero transitions. While small and medium-sized enterprises (SMEs) represent the backbone of most emerging economies, their organizational readiness to engage in carbon markets remains underexplored. This study advances the organizational readiness literature by contextualizing SME preparedness within emerging carbon market governance and sustainability transition frameworks. Integrating the Analytic Hierarchy Process (AHP) and the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS), this study identifies and prioritizes key determinants of SME readiness and compares readiness levels across three major sectors in Vietnam: Industry and Construction (IC), Services (SV), and Agriculture, Forestry, and Fishing (AFF). The analysis assesses five dimensions of readiness: knowledge, financial, institutional, managerial, and technological readiness. The findings indicate that knowledge readiness received the highest priority weight, followed by financial and institutional readiness. Sectoral analysis reveals that IC SMEs exhibit the highest readiness and remain the top-ranked sector across all leave-one-expert-out and criterion-weight sensitivity analyses, whereas the relative ordering of SV and AFF is more sensitive to panel composition. By revealing the relative importance of readiness dimensions and sectoral differences in an early-stage carbon governance context, this study provides policy-relevant insights for fostering inclusive low-carbon development pathways.