Tổng quan
Nhu cầu thực tiễn
In recent times, Vietnam and India have increasingly engaged in trade activities, with trade turnover growing significantly in recent years. According to (Hưng, 2025), “Vietnam is currently among the four ASEAN countries with the closest trade relations with India. In particular, in the South Asia region, India is Vietnam’s largest trading partner, accounting for nearly 80% of Vietnam’s total export turnover to this region. With the diversification of goods, the two countries have much potential for expanding trade cooperation in various fields.” Moreover, in 2024, Vietnam’s export trade turnover to India reached approximately 15 billion USD, an increase of 4.5% compared to 2023. From these facts, it can be seen that economic cooperation between India and Vietnam is deepening. This has led to an increasing number of Indian enterprises in Vietnam and Vietnamese enterprises in India. As the number of joint ventures rises, the demand for local input is also growing. At this juncture, building a multicultural working environment and managing it effectively is imperative for any enterprise with this element.
However, Vietnam and India both have distinct cultural identities, which leads to noticeable differences in their corporate culture. In India, the distinctive corporate culture is influenced by many factors such as history, religion, and regional cultural differences, creating unique characteristics and diversity. Among these, the most prominent aspect of India’s corporate culture is its religious influence. In contrast, Vietnam is characterized by Eastern culture and is deeply influenced by an ancient cultural heritage spanning over 5000 years. Notably, the distinctive feature of corporate culture in Vietnam’s enterprises is the “family – culture”; this culture plays an essential role, with individuals tending to follow the group’s intentions rather than their own. Organizations are often regarded as “in-group,” and employees are required to adhere to regulations and performance indicators. These cultural differences, especially in the corporate culture between Vietnam and India, have created challenges in work processes and communication, thereby affecting work performance to some extent. If these cultural differences can be addressed and a comfortable working environment is established in international enterprises in general—and in joint ventures between Vietnam and India in particular—it will lead to positive outcomes in the operation of the enterprise, employee morale, and overall work effectiveness.
Tổng quan tài liệu công trình nghiên cứu liên quan
The research methodology in this study is rooted in a thorough review of historical article. These documents consist of academic research and scientific studies that trace how corporate culture has developed and changed over time in both Vietnam and India. By analyzing these materials, the study is able to extract key cultural features—such as common values, behaviors, management practices, and communication styles—that define the corporate environment in each country.
Once these characteristic features are identified, the study then applies Hofstede’s cultural dimensions theory. This theoretical model is used here at the organizational level, which means it is specifically tailored to examine how cultural values influence the way companies operate internally. Hofstede’s model provides a structured framework to compare aspects such as power distance, individualism versus collectivism, uncertainty avoidance, and other cultural dimensions. By using this model, the study systematically uncovers the differences and similarities in corporate cultures between Vietnam and India, offering a deeper understanding of how each nation’s unique cultural background shapes its business practices and organizational behavior.
Ý nghĩa khoa học
Significant in Corporate culture in Vietnam
Vietnam is characterized by a long historical culture and a distinct national identity. In addition, the Vietnamese economy only began to open up in the late 1986s, when the centrally planned system was abolished. This was also a period when the world experienced significant changes before entering an era of deep and comprehensive globalization. As a result, Vietnamese corporate culture can be said to be characterized by its traditional, historical communication while also embracing modern, integrated elements.
According to Tran (2019), task orientation is a prevalent feature in the organizational culture of Vietnamese companies today. This may be the result of the economic reforms starting in 1986, which led to a shift from the state sector to the private sector, placing greater emphasis on goals, competition, and prosperity. In addition to task orientation, relationship orientation is also an important factor in Vietnam’s work environment. However, in a fiercely competitive context, task orientation tends to become more dominant, while relationship orientation may be relatively weaker.
Furthermore, Vietnamese corporate culture is deeply influenced by national cultural elements such as Confucianism, collectivism, and power distance (Tran, 2019; 2020). Organizations are often viewed as an “extended family,” with superiors acting as “substitute parents.” Collectivism plays a crucial role, as individuals tend to follow the group’s intentions rather than their own. A high-power distance reflects the acceptance of inequality in society, along with a deep respect for hierarchy and the authority of superiors (Tran, 2019; 2020; 2020).
However, in the context of increasingly deep international integration, Vietnamese businesses face significant competitive pressures from both domestic and foreign rivals. This situation requires enterprises to proactively, flexibly, and appropriately build and develop their corporate culture to enhance their adaptability and global competitiveness.
Significant in Corporate culture in India
Similar to Vietnam, corporate culture in India is a complex and diverse field, profoundly influenced by its rich history, multiple religions, caste system, and the ongoing process of globalization. In Indian culture, religion plays an extremely important role; therefore, to succeed in business in India, companies must respect local cultural and religious traditions. In decision-making, the idea of Karma holds significant meaning; this concept influences the perception of time, leading to negotiations that are generally unhurried and may take longer compared to those in some other countries (Bertsch et al., 2013). In addition, Gandhian religious and ethical values also influence corporate social responsibility (CSR) models in India (Mitra, 2012).
Indian culture profoundly influences corporate culture, as evidenced by the emphasis on hierarchical systems (power distance), family and kinship ties, community spirit, and group orientation (Bertsch et al., 2013). Respect for elders is also an important factor, and the concept of the extended family often encompasses the business environment as well (Kar, 2011).
In communication, Indians tend to speak indirectly to avoid conflict. The act of saying “no” is often avoided and replaced with non-verbal cues or other forms of indirect communication. Using titles (for example: “Dr.”, “Professor”, or “Mr.”, “Mrs.”, “Miss”) is highly valued. There are specific protocols regarding handshakes with female colleagues. Regarding gifts, it is advisable to avoid extravagant or expensive presents, and if gifts are given, they should be presented with both hands. When attending business meetings, one should accept any food or drink offered (Bertsch et al., 2013).
Due to British influence since the 17th century, Western culture, laws, and ideologies have shaped the corporate management practices officially implemented in India, leading to a trend toward harmonizing global standards. However, given its ancient historical legacy and the current context of globalization, conflicts have emerged between traditional culture and global best practices in areas such as stakeholder negotiations, as well as in the actions of founders and the effectiveness of boards of directors. In addition, issues related to transparency and corruption are also significant challenges (Kar, 2011).