Abstract
This paper analyzes the strategic management in SOEs on the basis of a survey of 73 SOEs in Vietnam. The findings have shown that very few SOEs have a section in charge of strategic planning; they are more likely to make decisions based on the subjective experiences of leaders. Though numerous innovations have been recorded in activities of studying business philosophy, mission, objectives of Vietnam’s SOEs, these have still not totally escaped from a habit of falling into the old ways of thinking; there have still been many limitations in activities of forecasting external environment and external forecasting. The personnel system, despite the reforming, restructuring steps being under way, is still very completed at present. Activities of testing, assessing, correcting still largely for form’s sake, without clear objectives. From the research findings, the paper proposes several solutions in order to improve the performance of strategic management in Vietnam’s SOEs.
Highlights
Since 1980s, the private business develops strongly in the global economy
The Vietnamese Government concentrated considerably on the process of arranging, renovating, restructuring and streamlining the system of SOEs so as to meet the increasing requirements of the economy as well as to be strong enough to face the system of private enterprises which was in the process of growing, the foreign ones which were penetrating in the Vietnamese market (Do Mai Thanh, 2006; Dang Van My, 2010)
We study the effects of applying strategic management to direct, manage and create the positioning of SOEs in Vietnam
Summary
Since 1980s, the private business develops strongly in the global economy. Face to the indispensable tendency of improving public management, SOE reform firstly was carried out in Germany and later on gradually multiplied all over the world. “Administration” in this period was a premise step which laid emphasis on activity of forming operation strategy and optimizing social factors to create economic values of SOEs. To look back at the Vietnamese economy, after officially stepping out of the period of centrally-planning for socialist-oriented market economic development, it still depended too largely on SOEs. During that period, the Vietnamese Government concentrated considerably on the process of arranging, renovating, restructuring and streamlining the system of SOEs so as to meet the increasing requirements of the economy as well as to be strong enough to face the system of private enterprises which was in the process of growing, the foreign ones which were penetrating in the Vietnamese market (Do Mai Thanh, 2006; Dang Van My, 2010). Several enterprises have confirmed their reputations and positions in the market and even triumphed in competition with big foreign companies
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