Purpose: This study aims to investigate the relationship between corporate governance (CG) and financial performance in the case of publicly listed companies in Vietnam for the period from 2019 to 2021. The topic is crucial in understanding how effective governance practices can influence the financial outcomes of companies. The study sheds light on the link between CG practice and firm financial performance. It also provides insights for policymakers and practitioners to improve CG practices. Design/methodology/approach: Due to the potential dynamic endogeneity in CG research, this study uses the generalized system methods of moments to effectively address the endogeneity problem. Financial performance is measured by Tobin’s Q, return on equity (ROE) and return on assets (ROA). Based on organization for economic cooperation and development (OECD) standards, these indices were calculated to assess the influence of CG practices on corporate financial performance, namely, for accounting information (ROA and ROE) and market performance (Tobin’s Q and service à resglement différé (SRD) – stock price volatility) for the period 2019–2021. In addition, the study examines the relationship between changes in the CG index and changes in financial performance. Findings: The study’s main objective is to determine the relationship between CG performance scores and financial performance. The study found a positive relationship between transparency disclosure and financial performance and a positive correlation between CG and company size. The COVID-19 pandemic caused a decrease in transparency and information index scores in 2021 compared to 2019 and 2020 due to delayed General Meetings of Shareholders. The study failed to find a relationship between shareholder rights index (“cg_rosh”) and board responsibility (“cg_reob”) and financial performance, concerning which the findings of this study differ from those of previous studies. Reasons are put forward for these anomalies. Originality/value: Policymakers need to develop a set of criteria for assessing CG practices. They also need to promulgate specific regulations for mandatory and voluntary information disclosure and designate a competent authority to certify the transparency of company information. The study also suggests that companies should develop CG regulations and focus on regulations relating to the business culture or ethics, as well as implementing a system to ensure equal treatment among shareholders. The study found that good CG practices can positively contribute to a company’s financial performance, which is crucial for investors to evaluate the quality of CG practices for each listed company so that investment risks can be limited.

Purpose: The purpose of this study is to describe the relationship between organizational commitment and organizational culture with self-evaluation as a mediator variable. The theoretical framework evaluates the culture–commitment relationship based on the characteristics of the individual and underpins explanations of commitment patterns assigned to certain dimensions of organizational culture. Design/methodology/approach: The study uses a purely theoretical approach, an instrument of which is abstract model creation. Findings: The individual factors that reinforce deliberate, affective and professional commitment are the hierarchy culture; self-esteem; and self-efficacy, respectively. Research limitations/implications: The existence of the relationship between the four factors of self-evaluation and the dimensions of the competing values framework (CVF) can be justified by secondary data analysis, although the direction of the causality is still questionable. Practical application of the theoretical model should be supported by empirical analyses in the future. Originality/value: Research activity in organizational psychology is still mapping the elusive relationship between organizational culture and organizational commitment. In terms of organizational culture, the model is based upon the CVF and uses the five-dimension model of employee commitment instead of the mainstream concept of organizational commitment. This theoretical framework is suitable for evaluating the relationship between organizational culture and commitment when considering the individual features of the employee and supports the explanation of commitment patterns assigned to cultural dimensions.

Purpose: The study aims to explore the organizational benefits of positive employee experience and to provide a framework for measuring it. The positive employee experience has a profound impact on employees’ attitudes; thus, it is particularly important to what extent an organization can create the conditions supporting this. Design/methodology/approach: The study is based on literature review and the framework needs to be empirically tested to draw final conclusions. Findings: Organizational performance and success are influenced by employees’ well-being, commitment, job satisfaction and the high level of individual performance. However, this grouping of variables is not exhaustive, but in practice, it is often not necessary to fully understand the complex and complicated relationships among the organizational variables. However, a positive employee experience has an impact on all of these variables. According to our understanding and experience, the task of management is not to strengthen the variables describing employee attitudes individually, based on the knowledge of specific relations presented in the management literature and selected for the sake of a single research, but to create an acceptable level of the positive employee experience, which is able to strengthen these variables in a way that is useful for the organization. Originality/value: In this study, the authors introduce the concept of the positive employee experience and the ways and steps to measure it. The authors review the methodology of predictive analytics, the main principles of data collection and the types of data with their possible applications. Finally, the limitations of the framework and the risks of enhancing the positive employee experience are also discussed.

Open innovation contributes to serving the customers of organizations with higher quality, as the customers become an active part of the innovation process. A successful solution for implementing open innovation can be achieved if organizations first create a total quality management (TQM) culture and then build on this foundation an ISO 9004:2018. The success of a quality management system depends first and foremost on the attitudes of the stakeholders, and the importance of technological and other conditions is only secondary. The goal in developing a successful philosophy of TQM is to build and sustain the leaderships’ and employees’ commitment, while the key to the success of ISO 9004:2018 is to establish and maintain the employees’ commitment and customer loyalty. The case study presented in this article demonstrates the need to increase the affective and normative commitment of leaders and employees in TQM, and after its implementation, there is a need to increase the employees’ continued commitment and customer loyalty in ISO 9004:2018 in order to succeed in quality management systems and open innovation.

Purpose: The purpose of this paper is to show what motivational strategies can be applied to a successful implementation of total quality management (TQM) and how these support employee commitment. Design/methodology/approach: The relationship between intrinsic and extrinsic motivation to employee commitment is illustrated by presenting two case studies. Findings: Extrinsic motivation plays a role in enhancing normative commitment as a sense of indebtedness. Intrinsic motivation promotes a high level of normative commitment as moral duty and also a high level of affective commitment. Even if a TQM implementation project is not successful, the efforts to increase commitment are likely also have a cultural impact. Originality/value: The presented framework helps senior executives motivate employees properly to support organizational commitment and also the success of TQM implementation.

In challenging times, the need for innovation is heightened and stems from employees who exhibit intrapreneurial characteristics. Not every corporate culture is a suitable environment for intrapreneurial behavior. This study examines the relationship between potential entrepreneurial behavior and preferred culture type. Through a principal component analysis of a sample of 1056 university students, four principal components of enterprising behavior (and roles) are found: Planning on results (project manager); Bearing the burden (pressure bearer); Innovating for others (innovating showstopper); and Learning from mistakes (experimental learner). Using the Organizational Culture Assessment Instrument, a linear regression analysis was conducted of culture types against components. A combination of strong inverse and direct relationships are found between these components and culture types (clan, market, adhocracy, and hierarchy). The findings help practitioners understand how existing culture will inhibit or encourage enterprising behaviors, with potential benefits in recruitment and selection, reductions in staff turnover and increases in innovation potential. The findings also indicate a need for reconsideration of the employer brand when attracting intrapreneurs.