ABSTRACT
With the introduction of the doi moi (renovation) policy in 1986 Vietnam enjoyed a rapid and broad-based growth period (Green Left Weekly, 2005) which drastically altered the economic landscape of the country with consequent business and management impacts. The country recently decided to embark on a new phase of development placing emphasis on achieving more ‘balanced’ economic growth while trying to avoid the risk of increasing negative social consequences but ensuring economic sustainability. The new strategic direction, which sets the course for the 2006-10 period and beyond, moves away from the former quantity-oriented obsession (indicated by high annual growth rates) of the last two decades towards a more quality-focused stance (TBKTSG, 2006d). For the first time substantial objectives have been set in qualitative, not quantitative, terms, including quality of life, social development, competitiveness and good governance (Viet, 2006; Doanh, 2006; Ngoc, 2006). This change in development strategy requires management changes in all sectors and organisations, including state-owned, private, JV
186
and fully foreign-owned (Viet, 2006). Under this mounting pressure for internal restructuring, along with world economic integration, improving the country’s competitiveness at both macro (country) and micro (enterprise) level by means of HR, HRM and HRD has become more pronounced (Cam Ha, 2006).
