{"id":15570,"date":"2019-09-17T23:00:25","date_gmt":"2019-09-17T16:00:25","guid":{"rendered":"http:\/\/ledltg.com\/?p=15570"},"modified":"2022-12-09T11:51:38","modified_gmt":"2022-12-09T04:51:38","slug":"cong-trinh-khoa-hoc-cua-giang-vien-siu-thang-9-2019","status":"publish","type":"post","link":"https:\/\/ledltg.com\/cong-trinh-khoa-hoc-cua-giang-vien-siu-thang-9-2019\/","title":{"rendered":"C\u00f4ng tr\u00ecnh khoa h\u1ecdc c\u1ee7a gi\u1ea3ng vi\u00ean SIU th\u00e1ng 9-2019"},"content":{"rendered":"\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
STT<\/th>\nT\u00e1c gi\u1ea3<\/th>\nN\u1ed9i dung<\/th>\nHo\u1ea1t \u0111\u1ed9ng KHCN<\/th>\nT\u00ean t\u1ea1p ch\u00ed\/H\u1ed9i th\u1ea3o<\/th>\nCh\u1ec9 s\u1ed1\/c\u1ea5p<\/th>\nM\u00e3 vai tr\u00f2<\/th>\nDownload<\/th>\n<\/tr>\n
1<\/td>\nGS.TS L\u01b0u V\u0103n S\u00f9ng<\/td>\nD\u00e2n ch\u1ee7 l\u00e0ng x\u00e3 Vi\u1ec7t Nam – Nh\u00ecn t\u1eeb l\u1ecbch s\u1eed t\u1edbi hi\u1ec7n t\u1ea1i<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed L\u1ecbch s\u1eed \u0110\u1ea3ng<\/td>\nISSN: 0936-8477<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
C\u1ea5u tr\u00fac \u0111\u1eddi s\u1ed1ng x\u00e3 h\u1ed9i n\u00f4ng th\u00f4n l\u00e0 k\u1ebft tinh c\u1ea3 m\u1ed9t qu\u00e1 tr\u00ecnh l\u1ecbch s\u1eed. V\u00ec v\u1eady, ph\u00e2n t\u00edch c\u1ea5u tr\u00fac l\u00e0ng x\u00e3 Vi\u1ec7t Nam trong l\u1ecbch s\u1eed \u0111\u1ec3 th\u1ea5y r\u00f5 h\u01a1n v\u1ea5n \u0111\u1ec1 d\u00e2n ch\u1ee7 \u1edf c\u01a1 s\u1edf trong th\u1eddi k\u1ef3 \u0111\u1ed5i m\u1edbi v\u00e0 \u0111ang \u0111\u01b0\u1ee3c th\u1ef1c hi\u1ec7n trong c\u00f4ng cu\u1ed9c x\u00e2y d\u1ef1ng n\u00f4ng th\u00f4n m\u1edbi c\u1ee7a Vi\u1ec7t Nam hi\u1ec7n nay.<\/em><\/td>\n<\/tr>\n
2<\/td>\nTHS. Ph\u1ea1m Quang Tr\u01b0\u1eddng<\/td>\nThe relationship of satisfaction, word of mouth,functional service and technical services<\/td>\nH\u1ed9i th\u1ea3o Qu\u1ed1c t\u1ebf<\/td>\n2019 International Conference on Business Economics (ICBE2019)<\/td>\nISSN : 2287-478X<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
This study examines the relationship of satisfaction and word of mouth (WOM) in English centers in Ho Chi Minh City through a survey of 200 students. Research using Raymon scale (2006), Cronbach’s Alpha reliability factor and Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), AMOS program, Structural Equation Modeling (SEM). The results show that word of mouth (WOM) praise and WOM Activity are strongly influenced by affective commitment factor. Satisfaction is more affected by the quality of functional services than the quality of technical services; then satisfaction will directly and positively impact on the affective commitment factor, helping the foreign language center to create a good image in the perception of student; leads to WOM praise and WOM activity. The authors have conducted the EFA and CFA methods to measure Functional quality, technical quality, satisfaction, affective commitment, high-sacrifice commitment, WOM praise and WOM activity and the results show that the components of the scale ensure reliability and validity, which can be used in English language centers in Ho Chi Minh City, and have a high degree of applicability in Vietnam.<\/em><\/td>\n<\/tr>\n
3<\/td>\nTS. H\u1ed3 Thi\u1ec7n Th\u00f4ng Minh<\/td>\nTh\u1ef1c tr\u1ea1ng n\u0103ng l\u1ef1c c\u1ea1nh tranh c\u1ee7a c\u00e1c doanh nghi\u1ec7p kinh doanh th\u01b0\u01a1ng m\u1ea1i \u0111i\u1ec7n t\u1eed t\u1ea1i Vi\u1ec7t Nam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed Kinh t\u1ebf v\u00e0 d\u1ef1 b\u00e1o<\/td>\nISSN: 0866-7120<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
Th\u01b0\u01a1ng m\u1ea1i \u0111i\u1ec7n t\u1eed l\u00e0 m\u1ed9t trong nh\u1eefng k\u1ebft c\u1ea5u h\u1ea1 t\u1ea7ng quan tr\u1ecdng c\u1ee7a l\u0129nh v\u1ef1c th\u01b0\u01a1ng m\u1ea1i v\u00e0 c\u1ee7a x\u00e3 h\u1ed9i th\u00f4ng tin; l\u00e0 ph\u01b0\u01a1ng th\u1ee9c gi\u00fap c\u00e1c doanh nghi\u1ec7p \u0111\u1ea9y m\u1ea1nh ph\u00e1t tri\u1ec3n th\u1ecb tr\u01b0\u1eddng trong n\u01b0\u1edbc v\u00e0 xu\u1ea5t nh\u1eadp kh\u1ea9u, tham gia v\u00e0o chu\u1ed7i cung \u1ee9ng to\u00e0n c\u1ea7u, gi\u00fap n\u00e2ng cao n\u0103ng l\u1ef1c c\u1ea1nh tranh qu\u1ed1c gia trong h\u1ed9i nh\u1eadp qu\u1ed1c t\u1ebf, g\u00f3p ph\u1ea7n \u0111\u1ea9y m\u1ea1nh c\u00f4ng nghi\u1ec7p h\u00f3a, hi\u1ec7n \u0111\u1ecba h\u00f3a \u0111\u1ea5t n\u01b0\u1edbc.
\nTh\u1eddi gian qua, th\u01b0\u01a1ng m\u1ea1i \u0111i\u1ec7n t\u1eed \u1edf n\u01b0\u1edbc ta \u0111\u00e3 c\u00f3 nh\u1eefng b\u01b0\u1edbc ph\u00e1t tri\u1ec3n \u0111\u00e1ng k\u1ec3 b\u1edfi nh\u1eefng l\u1ee3i \u00edch to l\u1edbn m\u00e0 ho\u1ea1t \u0111\u1ed9ng mang l\u1ea1i. Tuy nhi\u00ean, tr\u00ean b\u00ecnh di\u1ec7n chung, nhi\u1ec1u ng\u01b0\u1eddi ti\u00eau d\u00f9ng v\u00e0 doanh nghi\u1ec7p v\u1eabn ch\u01b0a th\u1ea5y h\u1ebft hi\u1ec7u qu\u1ea3 m\u00e0 th\u01b0\u01a1ng m\u1ea1i \u0111i\u1ec7n t\u1eed \u0111em l\u1ea1i n\u00ean v\u1eabn ch\u01b0a quan t\u00e2m, ch\u01b0a ph\u00e1t huy t\u1ed1i \u0111a th\u1ebf m\u1ea1nh c\u1ee7a lo\u1ea1i h\u00ecnh n\u00e0y. B\u00e0i vi\u1ebft gi\u1edbi thi\u1ec7u th\u1ef1c tr\u1ea1ng v\u1ec1 n\u0103ng l\u1ef1c c\u1ea1nh tranh c\u1ee7a c\u00e1c doanh nghi\u1ec7p kinh doanh th\u01b0\u01a1ng m\u1ea1i \u0111i\u1ec7n t\u1eed t\u1ea1i Vi\u1ec7t Nam b\u00ean c\u1ea1nh c\u01a1 h\u1ed9i v\u00e0 th\u00e1ch th\u1ee9c trong l\u0129nh v\u1ef1c kinh doanh n\u00e0y.<\/em><\/td>\n<\/tr>\n
4<\/td>\nTS. H\u1ed3 Thi\u1ec7n Th\u00f4ng Minh<\/td>\nKinh nghi\u1ec7m v\u1ec1 c\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh t\u1eeb c\u00e1c n\u01b0\u1edbc ch\u00e2u \u00e1 v\u00e0 khuy\u1ebfn ngh\u1ecb \u0111\u1ed1i v\u1edbi ng\u00e0nh ng\u00e2n h\u00e0ng t\u1ea1i Vi\u1ec7t Nam<\/td>\nH\u1ed9i th\u1ea3o c\u1ea5p Qu\u1ed1c gia<\/td>\nH\u1ed9i th\u1ea3o: C\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh ng\u00e0nh ng\u00e2n h\u00e0ng: Doanh nghi\u1ec7p v\u00e0 ng\u01b0\u1eddi d\u00e2n thu\u1eadn l\u1ee3i trong giao d\u1ecbch ng\u00e2n h\u00e0ng.<\/td>\nISBN: 978-604-922-723-3<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
C\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh hi\u1ec7n (CCHC) \u0111\u01b0\u1ee3c xem l\u00e0 nh\u01b0 m\u1ed9t \u0111\u1ed9ng l\u1ef1c m\u1ea1nh m\u1ebd \u0111\u1ec3 th\u00fac \u0111\u1ea9y t\u0103ng tr\u01b0\u1eddng kinh t\u1ebf v\u00e0 \u0111\u1eddi s\u1ed1ng x\u00e3 h\u1ed9i t\u1ea1i nhi\u1ec1u qu\u1ed1c gia, trong \u0111\u00f3 c\u00f3 Vi\u1ec7t Nam. \u0110\u1ed1i v\u1edbi l\u0129nh v\u1ef1c ng\u00e2n h\u00e0ng t\u1ea1i Vi\u1ec7t Nam, Ng\u00e2n h\u00e0ng Nh\u00e0 N\u01b0\u1edbc \u0111\u00e3 ch\u1ee7 \u0111\u1ed9ng x\u00e2y d\u1ef1ng v\u00e0 ki\u00ean tr\u00ec tri\u1ec3n khai chi\u1ebfn l\u01b0\u1ee3c c\u1ea3i c\u00e1ch, \u0111\u1ed5i m\u1edbi v\u00e0 ph\u00e1t tri\u1ec3n to\u00e0n di\u1ec7n, nh\u1eb1m \u1ed5n \u0111\u1ecbnh kinh t\u1ebf v\u0129 m\u00f4. Tuy nhi\u00ean, c\u00f4ng cu\u1ed9c CCHC c\u00f2n g\u1eb7p nhi\u1ec1u th\u00e1ch th\u1ee9c \u0111\u1ebfn t\u1eeb b\u1ed9 m\u00e1y h\u00e0nh ch\u00ednh, ch\u1ea5t l\u01b0\u1ee3ng \u0111\u1ed9i ng\u0169 c\u00e1n b\u1ed9, s\u1ef1 l\u1ea1c h\u1eadu v\u1ec1 c\u00f4ng ngh\u1ec7\u2026 B\u00e0i vi\u1ebft t\u1eadp trung th\u1ea3o lu\u1eadn nh\u1eefng th\u00e1ch th\u1ee9c \u0111\u1ed1i v\u1edbi c\u00f4ng cu\u1ed9c CCHC t\u1ea1i Vi\u1ec7t Nam, nh\u1eefng b\u00e0i h\u1ecdc kinh nghi\u1ec7m CCHC \u0111\u1ebfn t\u1eeb m\u1ed9t s\u1ed1 qu\u1ed1c gia Ch\u00e2u \u00c1 ph\u00e1t tri\u1ec3n nh\u01b0 Singapore, Nh\u1eadt B\u1ea3n, H\u00e0n Qu\u1ed1c\u2026 Qua \u0111\u00f3, b\u00e0i vi\u1ebft \u0111\u01b0a ra nh\u1eefng khuy\u1ebfn ngh\u1ecb th\u1ef1c t\u1ebf \u0111\u1ed1i v\u1edbi vi\u1ec7c tri\u1ec3n khai CCHC trong l\u0129nh v\u1ef1c ng\u00e2n h\u00e0ng t\u1ea1i Vi\u1ec7t Nam, trong \u0111\u00f3 nh\u1ea5n m\u1ea1nh s\u1ef1 chuy\u1ec3n \u0111\u1ed5i c\u1ee7a m\u00f4 h\u00ecnh qu\u1ea3n l\u00fd v\u00e0 kinh doanh d\u1ef1a tr\u00ean s\u1ef1 \u1ee9ng d\u1ee5ng m\u1ea1nh m\u1ebd c\u00e1c c\u00f4ng ngh\u1ec7 th\u00e0nh t\u1ef1u c\u1ee7a CMCN 4.0.<\/em><\/td>\n<\/tr>\n
5<\/td>\nTS. H\u1ed3 Thi\u1ec7n Th\u00f4ng Minh<\/td>\nY\u1ebfu t\u1ed1 c\u00f4ng ngh\u1ec7 thay \u0111\u1ed5i ph\u01b0\u01a1ng th\u1ee9c giao d\u1ecbch gi\u1eefa h\u1ec7 th\u1ed1ng ng\u00e2n h\u00e0ng v\u1edbi doanh nghi\u1ec7p th\u01b0\u01a1ng m\u1ea1i \u0111i\u1ec7n t\u1eed<\/td>\nH\u1ed9i th\u1ea3o c\u1ea5p Qu\u1ed1c gia<\/td>\nH\u1ed9i th\u1ea3o: C\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh ng\u00e0nh ng\u00e2n h\u00e0ng: Doanh nghi\u1ec7p v\u00e0 ng\u01b0\u1eddi d\u00e2n thu\u1eadn l\u1ee3i trong giao d\u1ecbch ng\u00e2n h\u00e0ng.<\/td>\nISBN: 978-604-922-723-3<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
Ng\u00e0nh Th\u01b0\u01a1ng m\u1ea1i \u0111i\u1ec7n t\u1eed (TM\u0110T) t\u1ea1i Vi\u1ec7t Nam hi\u1ec7n nay \u0111ang c\u00f3 nh\u1eefng b\u01b0\u1edbc t\u0103ng tr\u01b0\u1edfng m\u1ea1nh m\u1ebd v\u00e0 ng\u00e0y c\u00e0ng \u0111\u00f3ng g\u00f3p nhi\u1ec1u h\u01a1n cho s\u1ef1 ph\u00e1t tri\u1ec3n kinh t\u1ebf x\u00e3 h\u1ed9i c\u1ee7a \u0111\u1ea5t n\u01b0\u1edbc. Th\u1ecb tr\u01b0\u1eddng TM\u0110T Vi\u1ec7t Nam \u0111\u00e3 tr\u1edf n\u00ean s\u00f4i \u0111\u1ed9ng h\u01a1n khi c\u00f3 nhi\u1ec1u doanh nghi\u1ec7p kinh doanh m\u1edbi tham gia v\u00e0o cu\u1ed9c c\u1ea1nh tranh v\u1edbi c\u00e1c s\u00e0n TM\u0110T l\u1edbn nh\u01b0 Lazada, Tiki, Sendo, Zalora,\u2026 . Trong ng\u00e0nh Ng\u00e2n h\u00e0ng, c\u01a1 s\u1edf h\u1ea1 t\u1ea7ng v\u00e0 c\u00f4ng ngh\u1ec7 ph\u1ee5c v\u1ee5 thanh to\u00e1n \u0111i\u1ec7n t\u1eed \u0111\u01b0\u1ee3c ch\u00fa tr\u1ecdng \u0111\u1ea7u t\u01b0 v\u00e0 ph\u00e1t huy hi\u1ec7u qu\u1ea3. M\u1ed9t s\u1ed1 ph\u01b0\u01a1ng ti\u1ec7n v\u00e0 d\u1ecbch v\u1ee5 thanh to\u00e1n \u0111i\u1ec7n t\u1eed m\u1edbi \u0111\u00e3 \u0111\u01b0\u1ee3c cung \u1ee9ng cho ng\u01b0\u1eddi d\u00e2n v\u00e0 n\u1ec1n kinh t\u1ebf. Theo th\u1ed1ng k\u00ea c\u1ee7a V\u1ee5 Thanh to\u00e1n, Ng\u00e2n h\u00e0ng Nh\u00e0 n\u01b0\u1edbc (NHNN), Vi\u1ec7t Nam \u0111\u00e3 c\u00f3 41 ng\u00e2n h\u00e0ng th\u01b0\u01a1ng m\u1ea1i tri\u1ec3n khai cung \u1ee9ng d\u1ecbch v\u1ee5 thanh to\u00e1n qua \u0111i\u1ec7n tho\u1ea1i di \u0111\u1ed9ng v\u1edbi s\u1ed1 l\u01b0\u1ee3ng, gi\u00e1 tr\u1ecb giao d\u1ecbch t\u0103ng tr\u01b0\u1edfng nhanh. Trong 9 th\u00e1ng c\u1ee7a n\u0103m 2017, s\u1ed1 l\u01b0\u1ee3ng giao d\u1ecbch thanh to\u00e1n qua \u0111i\u1ec7n tho\u1ea1i di \u0111\u1ed9ng \u0111\u1ea1t tr\u00ean 90 tri\u1ec7u giao d\u1ecbch, v\u1edbi gi\u00e1 tr\u1ecb 423.000 t\u1ef7 \u0111\u1ed3ng, t\u01b0\u01a1ng \u1ee9ng \u0111\u1ea1t 93% v\u00e0 139% so v\u1edbi n\u0103m 2016.\u2026 B\u00e0i vi\u1ebft t\u1eadp trung th\u1ea3o lu\u1eadn xu h\u01b0\u1edbng c\u00f4ng ngh\u1ec7 c\u1ee7a cu\u1ed9c c\u00e1ch m\u1ea1ng c\u00f4ng ngh\u1ec7 (CMCN) 4.0 thay \u0111\u1ed5i ng\u00e0nh ng\u00e2n h\u00e0ng trong c\u00f4ng cu\u1ed9c c\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh (CCHC) trong thanh to\u00e1n di \u0111\u1ed9ng c\u1ee7a c\u1ed9ng \u0111\u1ed3ng doanh nghi\u1ec7p th\u01b0\u01a1ng m\u1ea1i \u0111i\u1ec7n t\u1eed t\u1ea1i Vi\u1ec7t Nam, nh\u1eefng th\u00e1ch th\u1ee9c khi tri\u1ec3n khai, \u00e1p d\u1ee5ng y\u1ebfu t\u1ed1 c\u00f4ng ngh\u1ec7 blockchain v\u00e0o cu\u1ed9c s\u1ed1ng c\u1ee7a ng\u01b0\u1eddi d\u00e2n khi mua s\u1eafm TM\u0110T. Qua \u0111\u00f3, b\u00e0i vi\u1ebft \u0111\u01b0a ra nh\u1eefng c\u00e2n nh\u1eafc th\u1ef1c t\u1ebf \u0111\u1ed1i v\u1edbi vi\u1ec7c thay \u0111\u1ed5i y\u1ebfu t\u1ed1 c\u00f4ng ngh\u1ec7 qua 4 r\u00e0o c\u1ea3n tri\u1ec3n khai CCHC trong l\u0129nh v\u1ef1c ng\u00e2n h\u00e0ng h\u1ed7 tr\u1ee3 c\u1ed9ng \u0111\u1ed3ng doanh nghi\u1ec7p TM\u0110T, trong \u0111\u00f3 nh\u1ea5n m\u1ea1nh s\u1ef1 chuy\u1ec3n \u0111\u1ed5i c\u1ee7a m\u00f4 h\u00ecnh qu\u1ea3n l\u00fd v\u00e0 kinh doanh d\u1ef1a tr\u00ean s\u1ef1 \u1ee9ng d\u1ee5ng m\u1ea1nh m\u1ebd c\u00e1c c\u00f4ng ngh\u1ec7 th\u00e0nh t\u1ef1u c\u1ee7a CMCN 4.0.<\/em><\/td>\n<\/tr>\n
6<\/td>\nTS. H\u1ed3 Thi\u1ec7n Th\u00f4ng Minh<\/td>\n\u00c1p d\u1ee5ng m\u00f4 h\u00ecnh gi\u00e1o d\u1ee5c Hoa K\u1ef3 t\u1ea1i Tr\u01b0\u1eddng \u0110\u1ea1i h\u1ecdc Qu\u1ed1c t\u1ebf S\u00e0i G\u00f2n (SIU)<\/td>\nH\u1ed9i th\u1ea3o c\u1ea5p Th\u00e0nh ph\u1ed1 (UNBD Tp.HCM ch\u1ee7 tr\u00ec)<\/td>\nH\u1ed9i th\u1ea3o: \u0110\u00e0o t\u1ea1o nh\u00e2n l\u1ef1c tr\u00ecnh \u0111\u1ed9 qu\u1ed1c t\u1ebf \u1edf Th\u00e0nh ph\u1ed1 H\u1ed3 CH\u00ed Minh<\/td>\nISBN: 978-604-922-723-3<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
N\u1ec1n gi\u00e1o d\u1ee5c th\u1ebf gi\u1edbi c\u00f3 t\u00ednh \u0111a d\u1ea1ng, t\u1ef1 ch\u1ee7, c\u1ea1nh tranh, ti\u1ebfp c\u1eadn b\u00ecnh \u0111\u1eb3ng trong gi\u00e1o d\u1ee5c con ng\u01b0\u1eddi. T\u00ednh \u01b0u vi\u1ec7t c\u00e1c h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c c\u1ee7a c\u00e1c qu\u1ed1c gia trong \u0111\u00f3 m\u00f4 h\u00ecnh gi\u00e1o d\u1ee5c Hoa K\u1ef3, Nh\u1eadt B\u1ea3n c\u00f3 \u1ea3nh h\u01b0\u1edfng l\u1edbn \u0111\u1ebfn c\u00e1c n\u01b0\u1edbc \u0111ang ph\u00e1t tri\u1ec3n khu v\u1ef1c \u0110\u00f4ng Nam \u00c1. Ti\u1ebfp c\u1eadn h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c l\u1edbn tr\u00ean th\u1ebf gi\u1edbi \u0111\u01b0\u1ee3c xem l\u00e0 con \u0111\u01b0\u1eddng ng\u1eafn nh\u1ea5t \u0111\u1ec3 th\u00fac \u0111\u1ea9y n\u1ec1n gi\u00e1o d\u1ee5c n\u01b0\u1edbc nh\u00e0. B\u00ean c\u1ea1nh \u0111\u00f3, h\u1ec7 th\u1ed1ng gi\u00e1o d\u1ee5c n\u00ean x\u00e2y d\u1ef1ng tri\u1ebft l\u00fd, t\u1ea7m nh\u00ecn, s\u1ee9 m\u1ea1ng ph\u1ea3i c\u00f3 y\u1ebfu t\u1ed1 b\u1ea3o v\u1ec7 b\u1ea3n s\u1eafc tri th\u1ee9c c\u1ee7a ri\u00eang m\u00ecnh, \u0111\u1eb7c tr\u01b0ng c\u1ee7a qu\u1ed1c gia \u0111\u1ec3 \u0111\u1ea3m b\u1ea3o t\u00ednh h\u00e0i h\u00f2a b\u1ea3n s\u1eafc d\u00e2n t\u1ed9c v\u00e0 h\u1ed9i nh\u1eadp qu\u1ed1c t\u1ebf th\u00e0nh c\u00f4ng. M\u00f4 h\u00ecnh gi\u00e1o d\u1ee5c Hoa K\u1ef3 \u00e1p d\u1ee5ng t\u1ea1i Tr\u01b0\u1eddng \u0110\u1ea1i h\u1ecdc Qu\u1ed1c t\u1ebf S\u00e0i G\u00f2n (SIU) minh ch\u1ee9ng cho s\u1ef1 th\u00e0nh c\u00f4ng c\u1ee7a vi\u1ec7c \u0111\u00e0o t\u1ea1o sinh vi\u00ean Vi\u1ec7t Nam \u0111\u1ea1t tr\u00ecnh \u0111\u1ed9 qu\u1ed1c t\u1ebf th\u00f4ng qua qu\u00e1 tr\u00ecnh ki\u1ec3m \u0111\u1ecbnh c\u1ee7a H\u1ed9i \u0111\u1ed3ng ki\u1ec3m \u0111\u1ecbnh qu\u1ed1c t\u1ebf c\u00e1c tr\u01b0\u1eddng \u0111\u1ea1i h\u1ecdc \u0111\u00e0o t\u1ea1o ng\u00e0nh Kinh doanh (IACBE) – Hoa K\u1ef3; th\u00f4ng qua vi\u1ec7c \u0111\u01b0\u1ee3c c\u00f4ng nh\u1eadn l\u00e0 th\u00e0nh vi\u00ean gi\u00e1o d\u1ee5c c\u1ee7a Hi\u1ec7p h\u1ed9i ph\u00e1t tri\u1ec3n gi\u1ea3ng d\u1ea1y doanh th\u01b0\u01a1ng b\u1eadc \u0111\u1ea1i h\u1ecdc (AACSB) – Hoa K\u1ef3; c\u00f3 quan h\u1ec7 h\u1ee3p t\u00e1c trong trao \u0111\u1ed5i sinh vi\u00ean v\u00e0 gi\u1ea3ng vi\u00ean, h\u1ecdc thu\u1eadt, nghi\u00ean c\u1ee9u khoa h\u1ecdc, t\u1ed5 ch\u1ee9c h\u1ed9i ngh\u1ecb – h\u1ed9i th\u1ea3o… v\u1edbi c\u00e1c tr\u01b0\u1eddng \u0111\u1ea1i h\u1ecdc uy t\u00edn th\u1ebf gi\u1edbi \u0111em l\u1ea1i cho SIU nhi\u1ec1u s\u00e2n ch\u01a1i l\u1edbn t\u1ea7m qu\u1ed1c t\u1ebf, gi\u00fap sinh vi\u00ean SIU th\u00edch nghi nhanh m\u00f4i tr\u01b0\u1eddng l\u00e0m vi\u1ec7c t\u1ea1i c\u00e1c c\u00f4ng ty \u0111a qu\u1ed1c gia.<\/em><\/td>\n<\/tr>\n
7<\/td>\nTS. H\u1ed3 Thi\u1ec7n Th\u00f4ng Minh<\/td>\nChallenges for Vietnamese business lea\u00adders in the era of international economic integration and industrial revolution 4.0<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
The world is starting to enter the fourth industrial revolution, a new revolution associated with unprecedented breakthroughs in technology, involving Internet connectivity, cloud computing, 3D printing, sensor technology, virtual reality. This new technology revolution is expected to have a strong impact on every country, government, business and people around the globe, as well as fundamentally changing the way we live, and work. The nature of the fourth industrial revolution is based on digital technology platform and integrates all smart technologies to optimize processes and methods of production. The new era of investment, productivity and rising living standards will have a profound impact on the world’s political, social and economic systems and pose challenge for business leaders of this opening and economic integration period.<\/em><\/td>\n<\/tr>\n
8<\/td>\nTS. H\u1ed3 Thi\u1ec7n Th\u00f4ng Minh<\/td>\nCultural risk management in the integration process of Vietnamese enterprises<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
Cultural risks are unavoidable obstacles when there is a clash between different cultures, especially in the period of integration that is expanding today. Once both sides build their awareness of these differences, respect and harmonize the existing differences, cultural disagreements will diminish and establishing bilateral cooperative relationships is no longer the problem too difficult to solve. It must be acknowledged that, in addition to removing these cultural barriers, Vietnam is absorbing the cultural beauty of the outside countries and gradually overcoming its own negative problems. Other countries also see the respectable points of Vietnamese culture and people, positive traditions that deserve to be preserved and promoted in this era of globalization.<\/em><\/td>\n<\/tr>\n
9<\/td>\nTS. H\u1ed3 Thi\u1ec7n Th\u00f4ng Minh<\/td>\nLeadership, power and influence in state-owned enterprises in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
In the success of every organization, businesses have a leader figure. It would be great if the leader is not only powerful, but also influential. Correct thinking about own role will help leaders choose effective ways to lead staff. In many functions, the influence of leaders is evaluated as the most important factor for the success of each business.<\/em><\/td>\n<\/tr>\n
10<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nVai tr\u00f2 c\u1ee7a ng\u00e2n h\u00e0ng \u0111i\u1ec7n t\u1eed trong c\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh c\u00e1c ng\u00e2n h\u00e0ng th\u01b0\u01a1ng m\u1ea1i Vi\u1ec7t Nam<\/td>\nH\u1ed9i th\u1ea3o c\u1ea5p Qu\u1ed1c gia<\/td>\nH\u1ed9i th\u1ea3o: C\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh ng\u00e0nh ng\u00e2n h\u00e0ng: Doanh nghi\u1ec7p v\u00e0 ng\u01b0\u1eddi d\u00e2n thu\u1eadn l\u1ee3i trong giao d\u1ecbch ng\u00e2n h\u00e0ng.<\/td>\nISBN: 978-604-922-723-3<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
M\u1ee5c ti\u00eau c\u1ee7a b\u00e0i vi\u1ebft n\u00e0y l\u00e0 nghi\u00ean c\u1ee9u v\u1ec1 vai tr\u00f2 c\u1ee7a ng\u00e2n h\u00e0ng \u0111i\u1ec7n t\u1eed (E- banking) trong c\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh c\u1ee7a ng\u00e2n h\u00e0ng th\u01b0\u01a1ng m\u1ea1i t\u1ea1i Vi\u1ec7t Nam. D\u1ecbch v\u1ee5 E-banking \u1edf Vi\u1ec7t Nam hi\u1ec7n nay \u0111ang ph\u00e1t tri\u1ec3n kh\u00e1 m\u1ea1nh m\u1ebd, \u0111\u1eb7c bi\u1ec7t t\u1ea1i c\u00e1c th\u00e0nh ph\u1ed1, c\u00e1c khu \u0111\u00f4 th\u1ecb. Do nh\u1eefng ti\u0301nh n\u0103ng \u01b0u vi\u1ec7t c\u1ee7a d\u1ecbch v\u1ee5 E-banking mang l\u1ea1i nh\u01b0 ti\u1ebft ki\u1ec7m th\u1eddi gian, chi ph\u00ed, giao d\u1ecbch ti\u1ec7nl\u1ee3i,\u2026 n\u00ean c\u00e1c ng\u00e2n h\u00e0ng th\u01b0\u01a1ng m\u1ea1i t\u1ea1i Vi\u1ec7t Nam \u0111\u1ec1u ch\u00fa \u00fd ph\u00e1t tri\u1ec3n lo\u1ea1i h\u00ecnh d\u1ecbch v\u1ee5 n\u00e0y v\u00e0 c\u00f3 c\u00e1c ch\u00ednh s\u00e1ch c\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh ph\u00f9 h\u1ee3p \u0111\u1ec3 \u0111\u00e1p \u1ee9ng \u0111\u01b0\u1ee3c xu th\u1ebf ph\u00e1t tri\u1ec3n. Nh\u00e2\u0323n th\u1ee9c \u0111\u01b0\u1ee3c \u0111i\u1ec1u n\u00e0y, m\u1ed7i ng\u00e2n h\u00e0ng \u0111\u1ec1u c\u1ed1 g\u1eafng thi\u1ebft k\u1ebf, t\u1eebng b\u01b0\u1edbc ho\u00e0n thi\u1ec7n d\u1ecbch v\u1ee5 E-banking v\u00e0 th\u1ef1c hi\u1ec7n c\u00e1c ch\u01b0\u01a1ng tr\u00ecnh truy\u1ec1n th\u00f4ng v\u00e0 x\u00fac ti\u1ebfn m\u1ea1nh \u0111\u1ec3 thu h\u00fat kh\u00e1ch h\u00e0ng. \u0110i\u1ec1u n\u00e0y gi\u00fap ng\u00e2n h\u00e0ng gi\u1ea3m chi ph\u00ed, r\u1ee7i ro, ti\u1ebft ki\u1ec7m th\u1eddi gian cho c\u1ea3 kh\u00e1ch h\u00e0ng v\u00e0 ng\u00e2n h\u00e0ng, ph\u00f9 h\u1ee3p v\u1edbi xu th\u1ebf ph\u00e1t tri\u1ec3n chung c\u1ee7a to\u00e0n b\u1ed9 h\u1ec7 th\u1ed1ng ng\u00e2n h\u00e0ng th\u01b0\u01a1ng m\u1ea1i, b\u1eaft k\u1ecbp s\u1ef1 ph\u00e1t tri\u1ec3n khoa h\u1ecdc c\u00f4ng ngh\u1ec7. B\u00e0i vi\u1ebft s\u1ebd t\u00e2\u0323p trung ph\u00e2n t\u00edch hi\u1ec7u qu\u1ea3 c\u1ee7a c\u00e1c gi\u1ea3i ph\u00e1p E-banking v\u1edbi vai tr\u00f2 l\u00e0 c\u00e1c c\u00f4ng c\u1ee5 trong c\u00f4ng t\u00e1c c\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh c\u1ee7a ng\u00e2n h\u00e0ng th\u01b0\u01a1ng m\u1ea1i t\u1ea1i Vi\u1ec7t Nam.<\/em><\/td>\n<\/tr>\n
11<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nTh\u00e0nh t\u1ef1u v\u00e0 h\u1ea1n ch\u1ebf trong tri\u1ec3n khai s\u1eed d\u1ee5ng c\u00e1c gi\u1ea3i ph\u00e1p ng\u00e2n h\u00e0ng di \u0111\u1ed9ng (mbanking) t\u1ea1i c\u00e1c ng\u00e2n h\u00e0ng th\u01b0\u01a1ng m\u1ea1i Vi\u1ec7t Nam<\/td>\nH\u1ed9i th\u1ea3o c\u1ea5p Qu\u1ed1c gia<\/td>\nH\u1ed9i th\u1ea3o: C\u1ea3i c\u00e1ch h\u00e0nh ch\u00ednh ng\u00e0nh ng\u00e2n h\u00e0ng: Doanh nghi\u1ec7p v\u00e0 ng\u01b0\u1eddi d\u00e2n thu\u1eadn l\u1ee3i trong giao d\u1ecbch ng\u00e2n h\u00e0ng.<\/td>\nISBN: 978-604-922-723-3<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
M\u1ee5c ti\u00eau ch\u00ednh c\u1ee7a b\u00e0i b\u00e1o n\u00e0y l\u00e0 nghi\u00ean c\u1ee9u th\u00e0nh t\u1ef1u v\u00e0 h\u1ea1n ch\u1ebf trong tri\u1ec3n khai s\u1eed d\u1ee5ng c\u00e1c gi\u1ea3i ph\u00e1p m-banking, th\u1ef1c tr\u1ea1ng v\u1ec1 d\u1ecbch v\u1ee5 M-banking (mobile banking, ng\u00e2n h\u00e0ng di \u0111\u1ed9ng) \u1edf c\u00e1c Ng\u00e2n h\u00e0ng th\u01b0\u01a1ng m\u1ea1i (NHTM) Vi\u1ec7t Nam, so s\u00e1nh th\u00e0nh t\u1ef1u v\u00e0 h\u1ea1n ch\u1ebf \u1edf m\u1ed9t s\u1ed1 ng\u00e2n h\u00e0ng nh\u01b0 BIDV, Agribank, Vietcombank, Vietinbank. B\u00ean c\u1ea1nh \u0111\u00f3, b\u00e0i b\u00e1o c\u0169ng t\u00ecm hi\u1ec3u s\u1ef1 ph\u00e1t tri\u1ec3n c\u1ee7a M-banking \u1edf Vi\u1ec7t Nam trong t\u01b0\u01a1ng lai. K\u1ebft qu\u1ea3 nghi\u00ean c\u1ee9u \u0111\u00e3 cho th\u1ea5y \u0111\u01b0\u1ee3c vai tr\u00f2 quan tr\u1ecdng c\u1ee7a M- banking \u0111\u1ed1i v\u1edbi kh\u00e1ch h\u00e0ng v\u00e0 NHTM Vi\u1ec7t Nam. H\u01a1n n\u1eefa, l\u00e0 n\u00eau ra m\u1ed9t s\u1ed1 ki\u1ebfn ngh\u1ecb \u0111\u1ec3 ph\u00e1t tri\u1ec3n d\u1ecbch v\u1ee5 M-banking t\u1ea1i Vi\u1ec7t Nam.<\/em><\/td>\n<\/tr>\n
12<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nSUSTAINABLE SOCIAL ENTREPRENEURSHIP IN VIETNAM<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed c\u00f3 ch\u1ec9 s\u1ed1 Q3 trong ISI<\/td>\nT\u1ea1p ch\u00ed International Journal of Entrepreneurship<\/td>\n\u00a0ISSN : 15353958, 15353966<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
Social responsibility and environmental sustainability issues began to be paid atten- tion in Vietnam due to the impressive economic development in recent years. How- ever, corporate social responsibility (CSR) is still quite a new management concept, especially for small and medium enterprises. Managers are facing multiple obstacles in executing CSR programs in accordance with international standards. Regarding corporate environmental sustainability (CES), the idea of sustainable development is a rising trend in today’s business reality. Essentially, CSR is regarded as a part of the overall sustainability issues. For the purpose of studying the impact of CSR and CES on corporate financial performance (CFP), quantitative method has been used to examine the relation between CSR and CFP. Qualitative method has been applied to verify the relation between CSR, CES, and CFP. On the basis of findings, several useful suggestions are made for managers to improve business performance and sustainable development in Vietnam.<\/em><\/td>\n<\/tr>\n
13<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nCorporate financial performance due to sustainable development in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed c\u00f3 ch\u1ec9 s\u1ed1 Q1 trong ISI<\/td>\nT\u1ea1p ch\u00ed Corporate Social Responsibility and Environmental Management<\/td>\n\u00a0ISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
Social responsibility and environmental sustainability issues began to be paid atten-tion in Vietnam due to the impressive economic development in recent years. How-ever, corporate social responsibility (CSR) is still quite a new management concept,especially for small and medium enterprises. Managers are facing multiple obstaclesin executing CSR programs in accordance with international standards. Regarding corporate environmental sustainability (CES), the idea of sustainable development is a rising trend in today’s business reality. Essentially, CSR is regarded as a part of the overall sustainability issues. For the purpose of studying the impact of CSR and CES on corporate financial performance (CFP), quantitative method has been used to examine the relation between CSR and CFP. Qualitative method has been applied to verify the relation between CSR, CES, and CFP. On the basis of findings, several useful suggestions are made for managers to improve business performance and sustainable development in Vietnam.<\/em><\/td>\n<\/tr>\n
14<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nLeading changes and self-management strategy of CEOs in technology corporations in the world<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
Over the past decade, the author has observed over 100 companies that have strived to become significant competitors. These efforts go in many different directions: comprehensive quality management, reengineering, appropriate scale selection, restructuring, cultural change, and total change. However, in most cases, the basic goal is the same: to create fundamental changes in the way of business to help cope and deal with new increasingly challenging markets. A few of these efforts of change are very successful. A few others completely failed. The lessons that can be drawn up are very interesting and probably will involve many organizations in the increasingly competitive business environment of the coming decades. One lesson is that the process of change takes place over several stages and often takes a long time. \u201cBurning stage\u201d only shows a fast speed and never gives a satisfactory result. The second lesson is that serious mistakes in any of the stages can have harmful effects that slow down the growth rate and eliminate the results that were previously achieved.<\/em><\/td>\n<\/tr>\n
15<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nChange management of technology enterprises in the era of 4th\u00a0IR in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
IR 4.0 is taking place in many developed countries and provides opportunities for developing countries, helping to shorten the industrialization process by taking short cuts, leaps and bounds to higher technology. It gives mankind the opportunity to change the faces of economies, but there are hidden risks. Over the past few days, the concept of IR 4.0 has been mentioned a lot on media and social networks. Along with that is the promise of changing the life of businesses in Vietnam if this wave is welcomed. Economic uncertainties arising from the IR 4.0 will lead to instability in life. Its consequences will be the political fragility and instability. If governments do not fully understand and prepare for the IR 4.0, the risk of global instability is forthcoming. So, managing change in technology enterprises in the era of IR 4.0 should be important topic \u00f2 research in this article.<\/em><\/td>\n<\/tr>\n
16<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nManaging political and legal risks of foreign corporations entering Vietnam market<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
This article present some kind of risk of hard type that foreign corporations must face entering Vietnam market. Political and legal risk is very specific that differentiate Vietnam business environment from other business environments in the world, especially those of highly developed market. The article hints out how to manage those risks appropriately to achieve best business results for the foreign corporations which are not used to the completely new business environment they are facing.<\/em><\/td>\n<\/tr>\n
17<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nAnalysis of strategic risk of domestic and foreign real estate enterprises operating in vietnam\u2019s market<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
In recent years, Vietnam economy has made a great progress with the economic growth rate of the upcoming year is always higher than the previous year. The real estate market is also developing strongly and deeply, being considered a potential market and opportunity. Many domestic and foreign investors have seen and grasped these opportunities. A series of new urban areas, supermarkets, hotels, commercial centers, offices for rent is rising continuously in the biggest cities to meet the increasing demand of people. The volatility of the real estate market is very erratic. Because this is a market that occupies a large capital, the negative changes of the real estate market will directly affect the economy strongly, possibly causing potential crisis. Therefore, it is necessary to identify strategic risks to have appropriate solutions to avoid or minimize losses and damages. This article will highlight the common strategic risks in the real estate market, as well as offer adequate solutions and recommendations to prevent and overcome risks in the most effective way.<\/em><\/td>\n<\/tr>\n
18<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nChallenges for Vietnamese business lea\u00adders in the era of international economic integration and industrial revolution 4.0<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
The world is starting to enter the fourth industrial revolution, a new revolution associated with unprecedented breakthroughs in technology, involving Internet connectivity, cloud computing, 3D printing, sensor technology, virtual reality. This new technology revolution is expected to have a strong impact on every country, government, business and people around the globe, as well as fundamentally changing the way we live, and work. The nature of the fourth industrial revolution is based on digital technology platform and integrates all smart technologies to optimize processes and methods of production. The new era of investment, productivity and rising living standards will have a profound impact on the world’s political, social and economic systems and pose challenge for business leaders of this opening and economic integration period.<\/em><\/td>\n<\/tr>\n
19<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nCultural risk management in the integration process of Vietnamese enterprises<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
Cultural risks are unavoidable obstacles when there is a clash between different cultures, especially in the period of integration that is expanding today. Once both sides build their awareness of these differences, respect and harmonize the existing differences, cultural disagreements will diminish and establishing bilateral cooperative relationships is no longer the problem too difficult to solve. It must be acknowledged that, in addition to removing these cultural barriers, Vietnam is absorbing the cultural beauty of the outside countries and gradually overcoming its own negative problems. Other countries also see the respectable points of Vietnamese culture and people, positive traditions that deserve to be preserved and promoted in this era of globalization.<\/em><\/td>\n<\/tr>\n
20<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nAnalyzing the Prospects and Limitations of the ERP Market in the World<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
In the world, there are many large enterprises deploying and using the full set of ERP solutions for production and business management activities in two areas: Manufacturing, manufacturing and service business. In practical reality, ERP is highly appreciated in helping businesses increase their competitiveness effectively. ERP is a promising field and the successful deployment of ERP will save costs and increase capacity and competitive, giving businesses long-term benefits. In addition, ERP application businesses must continue to face many personnel limitations, knowledge, time and cost of implementation at different levels depending on the size and scale of the enterprise.<\/em><\/td>\n<\/tr>\n
21<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nAnalyzing the Prospects and Limitations of the ERP Market in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
The purpose of this qualitative research is to identify the factors affecting the ERP application at the enterprise. Determining the factors affecting the application of ERP in Vietnamese enterprises is based on the summary of models of new technology application (information, information technology, Internet, e-commerce) models of different authors in the world and Vietnam. On the basis of considering the specific factors of Vietnamese enterprises, this article has shaped the model of the factors affecting the application of ERP for Vietnamese enterprises.<\/em><\/td>\n<\/tr>\n
22<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nCultural risk managementof foreign corporations enteringVietnam market<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
In a global, multicultural and interdependent market today, the success of large corporations apart from the talent and vision of the leadership team, the policy system, is also determined by the knowledge of the differences between cultures and business practices of the countries they penetrate. Understanding the culture and relevant conventions can help corporations successfully build better relationships with local business partners, colleagues and customers. This article will help us better understand the cultural risk management of foreign corporations entering Vietnam market. Specifically, the topic will delve into analyzing the current status of cultural elements of corporations and proposing solutions for better risk m\u00e2ngement, thereby facilitating access to Vietnam market.<\/em><\/td>\n<\/tr>\n
23<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nLeadership, power and influence in state-owned enterprises in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
In the success of every organization, businesses have a leader figure. It would be great if the leader is not only powerful, but also influential. Correct thinking about own role will help leaders choose effective ways to lead staff. In many functions, the influence of leaders is evaluated as the most important factor for the success of each business.<\/em><\/td>\n<\/tr>\n
24<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nERP Application in SMEs in Vietnam Limitations, potentials and development solutions<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
Application of information technology in management in general and accounting work in particular is an inevitable tax of enterprises in the context of economic integration today. According to the Ministry of Information and Communications, in June 2008, 86.5% of enterprises in Vietnam are applying at different levels, of which only 7% of ERP applications. ERP is a business process integration tool on a centralized database base. Moreover, ERP is considered an optimal solution to help businesses improve their capacity in the fierce competition tax today and overcome the space and time limitations thanks to the ability to share. And link between parties. Therefore, the application of ERP in the operation of enterprises is an issue that many businesses are interested in.<\/em><\/td>\n<\/tr>\n
25<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nIs Democratic People’s republic of Laos an eternal friend of Vietnam facing rising China and its regional influence?<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Multidisciplinary Research and Development<\/td>\nISSN: 2349-4182<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
As determined by Vietnamese and Laotian officials, the relationship between the two countries is a special relationship, rare in the world. This special relationship Vietnam-Laos is not manifested by the superficial slogan, but it has a substantial political influence. The special relationship between Vietnam and Laos originates from the relationship between the Viet Minh and the Pathet during the First Indochina War. During the Vietnam War, due to the United States\u2019 raging bombings, Northern Vietnam had to open a helpline for the South through the territory of its neighbors, in which Laos was the starting point of the road. This is a very strategically important position. Northern Vietnam has strengthened its friendship and influence with the Lao People’s Revolutionary Party. This is also a decisive factor in the victory of the Lao revolution.<\/em><\/td>\n<\/tr>\n
26<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nHigh quality human resource development approach of Vietnamese enterprises<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Multidisciplinary Research and Development<\/td>\nISSN: 2349-4182<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
This report provides multi-dimensional impact of the fourth industrial revolution (industrial revolution 4.0) that has been rapidly changing labor market structure. This will put great pressure on the labor market. Developing countries like Vietnam will face surplus labor and rising unemployment rates; opportunities and challenges for businesses when trade agreements are signed. Approaching the opportunities of the Comprehensive Partnership and Transpacific Progressive Partnership (CPTPP), the rational investment of enterprises for managerial personnel training is needed, because the integration requires managers to have a strategic vision. New solutions to improve the quality of human resources should be in place to take advantage of CP-TPP opportunities by Vietnamese enterprises.<\/em><\/td>\n<\/tr>\n
27<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nHigh quality human resource development approach of Vietnamese government<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Multidisciplinary Research and Development<\/td>\nISSN: 2349-4182<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
In an increasingly diverse and complex market economy like Vietnam today, all sectors are affected by human resource factors. In particular, when the Agreement on Comprehensive Partnership and Trans-Pacific Progress (CP TPP) was signed, it opened the opportunity to access advanced production and management technologies. So how to have enough high level human resources to seize this opportunity is an important question. According to the World Bank report, all income groups are expected to benefit, but the level of benefits will be higher in the high-skilled labor group. Therefore, the article is to study the issue of developing highly qualified human resources to take advantage of opportunities from CP TPP in order to go deeply and find out some policies to develop human resources. Using many methods of analysis, refering to the actual data and articles related to this issue, we wish wishes to give a full perspective on the drawbacks and propose a number of recommendations for the government to help the advancement of the development of highly qualified human resources.<\/em><\/td>\n<\/tr>\n
28<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nComparative Analysis of Advantages and Disadvantages of the Modes of Entrying the International Market<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed Journal Of Advanced Research in Engineering& Management (IJAREM)<\/td>\nISSN: 2456-2033<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
In the process of globalization, enterprises often choose to penetrate international markets in order to improve their competitiveness and develop their market share in foreign markets. The process of international economic integration in the context of rapid development of science and technology is opening up many opportunities as well as challenges for all countries in the world, especially for developing countries such as Vietnam. There are different methods to enter a foreign market, and each of them represents certain level of penetration in international market. In addition to the benefits gained during the market penetration, enterprises also encounter certain disadvantages such as time to recover profits from investment, competitors in the market, product quality and source capital. The article outlinesadvantages and disadvantages of the methods of penetration in the international market.<\/em><\/td>\n<\/tr>\n
29<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nAnalysis of Japan’s international trade and investment activities in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed Journal Of Advanced Research in Engineering& Management (IJAREM)<\/td>\nISSN: 2456-2033<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
This article analyzes the commercial relations between Japan and Viet Nam. After 45 years of establishing diplomatic relations, Viet Nam and Japan became important partners for each other. Today, Japan is the second largest foreign investor and the fourth largest trading partner of Viet Nam. The import and export activities and international investment projects of Japan contribute greatly to Vietnam\u2019s socio-economic development.<\/em><\/td>\n<\/tr>\n
30<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nCoping With Challenges and Taking Opportunities in International Business Strategies of Foreign Enterprises in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed Journal Of Advanced Research in Engineering& Management (IJAREM)<\/td>\nISSN: 2456-2033<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
The world is at the threshold of globalization, promising many changes. The increasingly widespread influence of multinational companies along with the development of science and technology has pushed the whole society to race on the path of development. In this context, the trend of open economic cooperation with diverse countries is a prominent standpoint of Vietnamese government. On December 19, 1987, the National Assembly passed the Law on FDI, allowing foreign institutions and individuals to invest in Vietnam, thereby attracting a large amount of capital to promote economic development. However, the process still faces many challenges as well as opportunities for foreign businesses in Vietnam. So, foreign businesses need to come up with strategies to overcome difficulties and take advantage of opportunities for development. In order to understand deeply that problem the topic \u201ccoping with challenges and taking advantage of international strategic management of foreign enterprises in Vietnam” has been selected for the analysis in order to propose some of solutions and recommendations.<\/em><\/td>\n<\/tr>\n
31<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nAnalysis of Korea’s international trade and investment activities in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed Journal Of Advanced Research in Engineering& Management (IJAREM)<\/td>\nISSN: 2456-2033<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
The Korea-Vietnam Free Trade Agreement has opened up an ever-greater opportunity for the business community to promote economic development between the two countries. South Korea is an important partner of Vietnam marking the success by exporting telecommunication equipment and spare parts to Vietnam. In recent years, the total volume of Vietnamese goods exported to the Korean market has reached US $ 14 billion, nearly equal to the US.In the future, with high-tech investment projects besides promoting the import-export activities,South Korea will be Vietnam’s largest export market. Korea’s investment in Vietnam in 2016 reached 7 billion USD and in the first 6 months of 2017 it continued to increase and reached 5 billion USD. Accumulated to June 2017, the investment scale has reached 54 billion USD. As such, South Korea is the leading investment country in Vietnam. This paper analyzes the impacts of Korea on Vietnam’s trade and proposes some solutions to improve trade relations between Vietnam and Korea.<\/em><\/td>\n<\/tr>\n
32<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nRelated and Non-Related Diversification Strategy of Domestic Business Groups in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed Journal Of Advanced Research in Engineering& Management (IJAREM)<\/td>\nISSN: 2456-2033<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
This report provides an important analysis on an issue that national business groups in Vietnam must face. That is to diversify business activities into anentirely new business fields or involve current and new business units in businessn fields that are similar in the value chain. Comparing related and unrelated diversification strategy, we see clear differences on how to create value and costs between the two strategies. We also analyze the way Vietnamese national corporations apply the two most sensible strategy to increase business revenue, reduce costs incurred, avoiding unnecessary risks.<\/em><\/td>\n<\/tr>\n
33<\/td>\nTS. Nguy\u1ec5n Ho\u00e0ng Ti\u1ebfn<\/td>\nAnalysis of Singapore\u2019s International Trade and Investment Activities in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed Journal Of Advanced Research in Engineering& Management (IJAREM)<\/td>\nISSN: 2456-2033<\/td>\nT\u00e1c gi\u1ea3 ch\u00ednh<\/td>\n<\/td>\n<\/tr>\n
This article provides the information about the import and export activity and international investiment of Singapore in Vietnam. The analysisof the import and export activity of Singapore is based on criteriaof total value of import and export, export-import turn-over, imported andexported products or market structure to conclude that Singapore is always the largest trading partner of Viet Nam. Next, during the recent years,the volume of foreign investment of Singapore has incessantly increased in Vietnam. Investment projects of Singapore are highly efficient, significantly contributingto the employment and economic growth in Vietnam. In short, through the synthesis and analysis of combined statistical data and qualitative information concerning comments and evaluations in recent periods, the article is providingopinions and guidelinesregarding state import and export policy and policy for attracting foreign investment of Singapore in Viet Nam.<\/em><\/td>\n<\/tr>\n
34<\/td>\nTHS. Nguy\u1ec5n \u0110\u1eb7ng Th\u1ebf Vinh<\/td>\nAnalyzing the Prospects and Limitations of the ERP Market in the World<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
In the world, there are many large enterprises deploying and using the full set of ERP solutions for production and business management activities in two areas: Manufacturing, manufacturing and service business. In practical reality, ERP is highly appreciated in helping businesses increase their competitiveness effectively. ERP is a promising field and the successful deployment of ERP will save costs and increase capacity and competitive, giving businesses long-term benefits. In addition, ERP application businesses must continue to face many personnel limitations, knowledge, time and cost of implementation at different levels depending on the size and scale of the enterprise.<\/em><\/td>\n<\/tr>\n
35<\/td>\nTHS. Nguy\u1ec5n \u0110\u1eb7ng Th\u1ebf Vinh<\/td>\nAnalyzing the Prospects and Limitations of the ERP Market in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
The purpose of this qualitative research is to identify the factors affecting the ERP application at the enterprise. Determining the factors affecting the application of ERP in Vietnamese enterprises is based on the summary of models of new technology application (information, information technology, Internet, e-commerce) models of different authors in the world and Vietnam. On the basis of considering the specific factors of Vietnamese enterprises, this article has shaped the model of the factors affecting the application of ERP for Vietnamese enterprises.<\/em><\/td>\n<\/tr>\n
36<\/td>\nTHS. Nguy\u1ec5n \u0110\u1eb7ng Th\u1ebf Vinh<\/td>\nERP Application in SMEs in Vietnam Limitations, potentials and development solutions<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
Application of information technology in management in general and accounting work in particular is an inevitable tax of enterprises in the context of economic integration today. According to the Ministry of Information and Communications, in June 2008, 86.5% of enterprises in Vietnam are applying at different levels, of which only 7% of ERP applications. ERP is a business process integration tool on a centralized database base. Moreover, ERP is considered an optimal solution to help businesses improve their capacity in the fierce competition tax today and overcome the space and time limitations thanks to the ability to share. And link between parties. Therefore, the application of ERP in the operation of enterprises is an issue that many businesses are interested in.<\/em><\/td>\n<\/tr>\n
37<\/td>\nTHS. Tr\u01b0\u01a1ng Th\u1ecb H\u1ea3i Thu\u1eadn<\/td>\nLeading changes and self-management strategy of CEOs in technology corporations in the world<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
Over the past decade, the author has observed over 100 companies that have strived to become significant competitors. These efforts go in many different directions: comprehensive quality management, reengineering, appropriate scale selection, restructuring, cultural change, and total change. However, in most cases, the basic goal is the same: to create fundamental changes in the way of business to help cope and deal with new increasingly challenging markets. A few of these efforts of change are very successful. A few others completely failed. The lessons that can be drawn up are very interesting and probably will involve many organizations in the increasingly competitive business environment of the coming decades. One lesson is that the process of change takes place over several stages and often takes a long time. \u201cBurning stage\u201d only shows a fast speed and never gives a satisfactory result. The second lesson is that serious mistakes in any of the stages can have harmful effects that slow down the growth rate and eliminate the results that were previously achieved.<\/em><\/td>\n<\/tr>\n
38<\/td>\nTHS. Tr\u01b0\u01a1ng Th\u1ecb H\u1ea3i Thu\u1eadn<\/td>\nChange management of technology enterprises in the era of 4th\u00a0IR in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
IR 4.0 is taking place in many developed countries and provides opportunities for developing countries, helping to shorten the industrialization process by taking short cuts, leaps and bounds to higher technology. It gives mankind the opportunity to change the faces of economies, but there are hidden risks. Over the past few days, the concept of IR 4.0 has been mentioned a lot on media and social networks. Along with that is the promise of changing the life of businesses in Vietnam if this wave is welcomed. Economic uncertainties arising from the IR 4.0 will lead to instability in life. Its consequences will be the political fragility and instability. If governments do not fully understand and prepare for the IR 4.0, the risk of global instability is forthcoming. So, managing change in technology enterprises in the era of IR 4.0 should be important topic \u00f2 research in this article.<\/em><\/td>\n<\/tr>\n
39<\/td>\nTHS. Tr\u01b0\u01a1ng Th\u1ecb H\u1ea3i Thu\u1eadn<\/td>\nManaging political and legal risks of foreign corporations entering Vietnam market<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
This article present some kind of risk of hard type that foreign corporations must face entering Vietnam market. Political and legal risk is very specific that differentiate Vietnam business environment from other business environments in the world, especially those of highly developed market. The article hints out how to manage those risks appropriately to achieve best business results for the foreign corporations which are not used to the completely new business environment they are facing.<\/em><\/td>\n<\/tr>\n
40<\/td>\nTHS. Tr\u01b0\u01a1ng Th\u1ecb H\u1ea3i Thu\u1eadn<\/td>\nAnalysis of strategic risk of domestic and foreign real estate enterprises operating in vietnam\u2019s market<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
In recent years, Vietnam economy has made a great progress with the economic growth rate of the upcoming year is always higher than the previous year. The real estate market is also developing strongly and deeply, being considered a potential market and opportunity. Many domestic and foreign investors have seen and grasped these opportunities. A series of new urban areas, supermarkets, hotels, commercial centers, offices for rent is rising continuously in the biggest cities to meet the increasing demand of people. The volatility of the real estate market is very erratic. Because this is a market that occupies a large capital, the negative changes of the real estate market will directly affect the economy strongly, possibly causing potential crisis. Therefore, it is necessary to identify strategic risks to have appropriate solutions to avoid or minimize losses and damages. This article will highlight the common strategic risks in the real estate market, as well as offer adequate solutions and recommendations to prevent and overcome risks in the most effective way.<\/em><\/td>\n<\/tr>\n
41<\/td>\nTHS. Hu\u1ef3nh Qu\u1ed1c Anh<\/td>\nLeading changes and self-management strategy of CEOs in technology corporations in the world<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
Over the past decade, the author has observed over 100 companies that have strived to become significant competitors. These efforts go in many different directions: comprehensive quality management, reengineering, appropriate scale selection, restructuring, cultural change, and total change. However, in most cases, the basic goal is the same: to create fundamental changes in the way of business to help cope and deal with new increasingly challenging markets. A few of these efforts of change are very successful. A few others completely failed. The lessons that can be drawn up are very interesting and probably will involve many organizations in the increasingly competitive business environment of the coming decades. One lesson is that the process of change takes place over several stages and often takes a long time. \u201cBurning stage\u201d only shows a fast speed and never gives a satisfactory result. The second lesson is that serious mistakes in any of the stages can have harmful effects that slow down the growth rate and eliminate the results that were previously achieved.<\/em><\/td>\n<\/tr>\n
42<\/td>\nTHS. Hu\u1ef3nh Qu\u1ed1c Anh<\/td>\nChange management of technology enterprises in the era of 4th\u00a0IR in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
IR 4.0 is taking place in many developed countries and provides opportunities for developing countries, helping to shorten the industrialization process by taking short cuts, leaps and bounds to higher technology. It gives mankind the opportunity to change the faces of economies, but there are hidden risks. Over the past few days, the concept of IR 4.0 has been mentioned a lot on media and social networks. Along with that is the promise of changing the life of businesses in Vietnam if this wave is welcomed. Economic uncertainties arising from the IR 4.0 will lead to instability in life. Its consequences will be the political fragility and instability. If governments do not fully understand and prepare for the IR 4.0, the risk of global instability is forthcoming. So, managing change in technology enterprises in the era of IR 4.0 should be important topic \u00f2 research in this article.<\/em><\/td>\n<\/tr>\n
43<\/td>\nTS. H\u1ed3 Thi\u1ec7n Th\u00f4ng Minh<\/td>\nLeadership, power and influence in state-owned enterprises in Vietnam<\/td>\n\u0110\u0103ng t\u1ea1p ch\u00ed qu\u1ed1c t\u1ebf c\u00f3 ch\u1ec9 s\u1ed1<\/td>\nT\u1ea1p ch\u00ed International Journal of Commerce and Management Research<\/td>\nISSN: 2455-1627<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
In the success of every organization, businesses have a leader figure. It would be great if the leader is not only powerful, but also influential. Correct thinking about own role will help leaders choose effective ways to lead staff. In many functions, the influence of leaders is evaluated as the most important factor for the success of each business.<\/em><\/td>\n<\/tr>\n
44<\/td>\nTS. H\u1ed3 Thi\u1ec7n Th\u00f4ng Minh<\/td>\nT\u00c1C \u0110\u1ed8NG T\u0102NG TR\u01af\u1edeNG KINH T\u1ebe TH\u00c0NH PH\u1ed0 H\u1ed2 CH\u00cd MINH GIAI \u0110O\u1ea0N 2018 \u2013 2025 THEO C\u01a0 CH\u1ebe \u0110\u1eb6C TH\u00d9 \u0110\u1ed0I V\u1edaI PH\u00c1T TRI\u1ec2N NGU\u1ed2N NH\u00c2N L\u1ef0C TRONG CU\u1ed8C C\u00c1CH M\u1ea0NG C\u00d4NG NGHI\u1ec6P 4.0<\/td>\nH\u1ed9i th\u1ea3o qu\u1ed1c t\u1ebf<\/td>\nH\u1ed9i th\u1ea3o khoa h\u1ecdc c\u1ea5p Th\u00e0nh ph\u1ed1 “Trao theo c\u00e1c quy ch\u1ebf \u0111\u1eb7c th\u00f9 nh\u1eb1m t\u1ea1o b\u01b0\u1edbc ph\u00e1t tri\u1ec3n nhanh, m\u1ea1nh, b\u1ec1n v\u1eefng cho Th\u00e0nh ph\u1ed1 H\u1ed3 Ch\u00ed MInh”<\/td>\nISBN 978-604-922-731-8<\/td>\nT\u00e1c gi\u1ea3 ph\u1ee5<\/td>\n<\/td>\n<\/tr>\n
Ngh\u1ecb quy\u1ebft \u0110\u1ea1i h\u1ed9i \u0110\u1ea3ng b\u1ed9 Th\u00e0nh ph\u1ed1 H\u1ed3 Ch\u00ed Minh l\u1ea7n th\u1ee9 X, nhi\u1ec7m k\u1ef3 2015-2020 \u0111\u1ec1 ra ch\u1ec9 ti\u00eau t\u0103ng tr\u01b0\u1edfng kinh t\u1ebf th\u00e0nh ph\u1ed1 (GRDP) \u0111\u1ebfn n\u0103m 2020 \u0111\u1ea1t b\u00ecnh qu\u00e2n t\u1eeb 8 \u2013 8,5%\/n\u0103m, trong \u0111\u00f3 khu v\u1ef1c d\u1ecbch v\u1ee5 t\u0103ng b\u00ecnh qu\u00e2n t\u1eeb 9 \u2013 9,6%\/n\u0103m, khu v\u1ef1c c\u00f4ng nghi\u1ec7p \u2013 x\u00e2y d\u1ef1ng t\u0103ng b\u00ecnh qu\u00e2n t\u1eeb 7,6 \u2013 7,8%\/n\u0103m, khu v\u1ef1c n\u00f4ng \u2013 l\u00e2m nghi\u1ec7p v\u00e0 th\u1ee7y s\u1ea3n t\u0103ng b\u00ecnh qu\u00e2n t\u1eeb 5,8 \u2013 6%\/n\u0103m. \u0110\u1ec3 \u0111\u1ea3m b\u1ea3o t\u1ed1c \u0111\u1ed9 t\u0103ng tr\u01b0\u1edfng kinh t\u1ebf th\u00e0nh ph\u1ed1 theo c\u00e1c ch\u1ec9 ti\u00eau \u0111\u1ec1 ra, c\u1ea7n thi\u1ebft ph\u1ea3i x\u00e2y d\u1ef1ng c\u00e1c k\u1ecbch b\u1ea3n t\u0103ng tr\u01b0\u1edfng kinh t\u1ebf \u1edf c\u1ea5p \u0111\u1ed9 chung cho to\u00e0n th\u00e0nh ph\u1ed1 v\u00e0 \u1edf c\u1ea5p \u0111\u1ed9 c\u00e1c ng\u00e0nh thu\u1ed9c c\u00e1c khu v\u1ef1c kinh t\u1ebf, \u0111\u1eb7c bi\u1ec7t t\u1ed1c \u0111\u1ed9 t\u0103ng tr\u01b0\u1edfng thu\u1ed9c 9 nh\u00f3m ng\u00e0nh d\u1ecbch v\u1ee5 v\u00e0 4 nh\u00f3m ng\u00e0nh c\u00f4ng nghi\u1ec7p tr\u1ecdng y\u1ebfu c\u1ee7a th\u00e0nh ph\u1ed1. Ch\u00ednh v\u00ec th\u1ebf, vi\u1ec7c x\u00e2y d\u1ef1ng v\u00e0 \u0111\u1ec1 xu\u1ea5t c\u00e1c ng\u00e0nh ngh\u1ec1 \u0111\u1ed3ng th\u1eddi d\u1ef1 b\u00e1o ph\u00e1t tri\u1ec3n ngu\u1ed3n nh\u00e2n l\u1ef1c ch\u1ee7 \u0111\u1ed9ng th\u00edch nghi theo c\u00e1c k\u1ecbch b\u1ea3n t\u0103ng tr\u01b0\u1edfng l\u00e0 m\u1ed9t y\u00eau c\u1ea7u c\u1ea5p thi\u1ebft trong cu\u1ed9c c\u00e1ch m\u1ea1ng c\u00f4ng nghi\u1ec7p 4.0 t\u1ea1i th\u00e0nh ph\u1ed1 H\u1ed3 Ch\u00ed Minh.<\/em><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n","protected":false},"excerpt":{"rendered":"

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