T an Hoai Nam; Tuan, Nham Phong; Nguyen Van Minh
A icle
C i ical success ul ac o s o inno a ion in Vie namese
i ms
Jou nal o Indus ial Enginee ing and Managemen (JIEM)
P o ided in Coope a ion wi h:
The School o Indus ial, Ae ospace and Audio isual Enginee ing o Te assa (ESEIAAT), Uni e si a
Poli ècnica de Ca alunya (UPC)
Sugges ed Ci a ion: T an Hoai Nam; Tuan, Nham Phong; Nguyen Van Minh (2017) : C i ical success ul
ac o s o inno a ion in Vie namese i ms, Jou nal o Indus ial Enginee ing and Managemen
(JIEM), ISSN 2013-0953, OmniaScience, Ba celona, Vol. 10, Iss. 3, pp. 522-544,
h ps://doi.o g/10.3926/jiem.2020
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Jou nal o Indus ial Enginee ing and Managemen
JIEM, 2017 – 10(3): 522-544 – Online ISSN: 2013-0953 – P in ISSN: 2013-8423
h ps://doi.o g/10.3926/jiem.2020
C i ical Success ul Fac o s o Inno a ion in Vie namese Fi ms
T an Hoai Nam1, Nham Phong Tuan2* , Nguyen Van Minh3
1,3Depa men o Economic In o ma ion Sys em and Elec onic Comme ce, Thuongmai Uni e si y, Hanoi (Vie nam)
2Uni e si y o Economics and Business, Vie nam Na ional Uni e si y, Hanoi (Vie nam)
nam h@ mu.edu. n, *Co esponding au ho : uannp@ nu.edu. n, minhdh [email protected]
Recei ed: June 2016
Accep ed: July 2017
Abs ac :
Pu pose:
Inno a ion is conside ed as a co e elemen o sus ainable compe i i e ad an age in he
apidly changing en i onmen . Howe e , in Vie nam, esea ches on inno a ion a e e y a e,
which a e mos ly gene al epo s wi hou unde lying analyses o inno a ion in i ms, especially
de e minan s o inno a ion. The e o e, his pape ocuses on analyzing c i ical success ul ac o s
o inno a ion in Vie namese i ms.
Design/me hodology/app oach:
This s udy used p ima y da a h ough ques ionnai e su ey
om No embe 2015 o Feb ua y 2016. Responden s we e senio manage s o i ms loca ed
mos ly a Hanoi (No he n), Hochiminh (Sou he n) and Danang ci y (Cen al). The ques ionnai e
included mul i-i ems designed o measu e ac o s. Each i em was measu ed by 5 poin Like
scale: 1 (s ongly disag ee) o 5 (s ongly ag ee). Ques ionnai es we e adminis e ed o 500 i ms
belonging o lis o Vie nam Chambe o Comme ce and Indus y (VCCI) in hese h ee ci ies
wi h a e o 40% (Hochiminh ci y), 40% (Hanoi ci y) and Danang (20%). Howe e , he e we e
360 e u ned ques ionnai es and alid o nex analyses. Analysis me hodologies o eliabili y,
ac o analysis and eg ession a e u ilized in his pape .
Findings:
We de eloped and es ed a model o de e minan s o Inno a ion in Vie namese
i ms. The majo con ibu ion o his s udy is es ing six de e minan s o inno a ion in
Vie namese companies. The esul s showed ha awa eness o inno a ion, inno a ion s a egy and
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policy, o ganiza ion o inno a ion, HR o inno a ion and building capabili ies ha e posi i e
impac on inno a ion.
O iginali y/ alue:
This s udy makes a con ibu ion o bo h academics and p ac i ione s. Fo
academics, his s udy p o ided one mo e empi ical e idence o he de e minan s o inno a ion.
Rega ding p ac ical implica ions, his s udy sugges s ha Vie namese companies ha e o
s eng hen capabili ies o employees h ough aining, encou age gene a ion o new ideas, ule
b eaking, and inno a i e beha io s by o ganiza ional membe s. Toge he , ha ing high awa eness
o inno a ion, building a ional inno a ion s a egy and policy is essen ial ac o s ha i ms
should possess and de elop o enhance inno a ion pe o mance. Al hough he e is no
con i ma ion o impac o inance on inno a ion le el, i ms should unde s and ha inc easing
inno a ion in es men can b ing a o able condi ion o c ea e inno a ion especially in SMEs.
Keywo ds:
inno a ion, c i ical success ul ac o s, Vie nam
1. In oduc ion
Businesses oday ace a ough eali y: an icipa e, espond, and eac o he g owing demands o he
ma ke place. In a ie cely compe i i e en i onmen , inno a ion no only de e mines success bu also
go e ns business su i al. Resea ching o inno a ion in Vie nam indica es ha Vie namese economy
mos ly ocuses on added in es men capi al while knowledge and echnological con en a e low (jus o e
20%) in a long ime (Nha & Quan, 2013). S ands ill o economic g ow h in o e he ecen yea s has been
due o low labo p oduc i i y. Di icul y in a ac ing in es men capi al is main eason o Vie nam o
ind newly d i en o ces o he coming g ow h s age. Following eme ging coun ies such as China,
Singapo e, Malaysia and Thailand, highligh ing on inno a ion is one o basic solu ions aiming a pushing
up economic de elopmen cu en ly.
Inno a ion is no only meaning ul o na ion economy as a whole, bu also e y impo an o i ms. In
o de o inc ease compe i i eness, i ms a ound he wo ld emphasize on inno a ion (Banbu y & Mi chell,
1995) and conside as oo o c ea ing compe i i e ad an age (Dess & Joseph, 2000). A ecen esea ch
showed ha c ea ing alue is equi emen o i ms in he ma ke economy, while inno a ion is a ool o
c ea e alue o i ms (B own, 1997). The inno a ion ac i i ies a e no only abou new p oduc and
se ices bu also including new business me hods, p ocess and manage ial models. Acco ding o Ancona
and Caldwell (1987), inno a ion plays an impo an ole in he long e m su i al o o ganiza ions.
Inno a ion ac i i ies in o ganiza ions can help o inc ease p oblem sol ing p ocess, aise p oduc i i y o
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o ganiza ion by c ea ing new idea, solu ion, p ocess, and p oduc which a e adap ed o he end o
socie y. Fo manu ac u ing i ms, inno a ion can enhance employees’ manu ac u ing compe ence and
skills. Besides, i helps he i m o sha pen i s compe i i e ad an age by di e en ia ing i s p oduc s and
c ea ing alue o cus ome s. Fo se ice i ms, inno a ion also is c ucial in building compe i i e ad an age
and s aying ahead o compe i o s. So, companies need o unde s and ho oughly he inno a ion’s
de e minan s o c ea e and p omo e inno a ion.
Inno a ion is e y signi ican o i ms in he wo ld gene ally and in Vie nam speci ically. Howe e , in
Vie nam, esea ches on inno a ion a e e y a e, which a e mos ly gene al epo s wi hou unde lying
analyses o inno a ion in i ms, especially de e minan s o inno a ion. The e o e, his pape is o analyze
c i ical success ul ac o s o inno a ion in Vie namese i ms.
The ollowing sec ion is o e iew ela ed li e a u e o c i ical success ul ac o s and inno a ion. Resea ch
me hodology is p esen ed in sec ion h ee. The ou h one is analysis esul s and discussion. Conclusion
and implica ions is he las sec ion o he pape .
2. Li e a u e Re iew and Hypo hesis De elopmen
The e ha e been a lo o esea ches o inno a ion in i ms in he wo ld. They a e esea ches on
de ini ion, ea u e, ole o inno a ion, ela ionship be ween inno a ion and business ac i i ies and
pe o mance o en e p ises, condi ions and ac o s a ec ing inno a ion in i ms.
Inno a ion in i ms is de ined as using p ocess o new knowledge o ma ke and echnology o de elop
new p oduc s, se ices, p ocess and manage ial sys em aiming a adap ing changes o business
en i onmen and cus ome demand (D’A eni, 1994). Th ee cha ac e is ics o inno a ion in i ms a e as
ollows:
•New o he ma ke
•Use ulness
•Success ul comme cialize (p o i abili y)
Inno a ion in i ms is di ided in o wo le els:
•Radical inno a ion: p o iding p oduc /se ice which is o ally new o ma ke place (inno a ion in
e ms o echnology, cus ome and ma ke ) (Danneels, 2002).
•Inc emen al inno a ion: p o iding p oduc /se ice which is imp o ed o ma ke place.
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Schumpe e (1934) classi ied inno a ion in o i e basic g oups, including:
•Launching new p oduc /se ice o imp o ing exis ing p oduc .
•P o iding new manu ac u ing me hods
•De eloping new ma ke s
•De eloping new supplemen
•O ganiza ional inno a ion
Apa om he in ensi y o inno a ion, he ecen esea ches indica ed wo main di ec ions o inno a ion
ha a e p oduc inno a ion and p ocess inno a ion. The p oduc /se ice inno a ion is ela ed o change
and adjus men o p oduc unc ions (adding new unc ions) compa ed o he exis ing p oduc /se ices
in he ma ke (Loilie & Tellie , 1999); p ocess inno a ion is associa ed wi h me hods o supply se ices,
echnological p ocess om design o dis ibu ion and comme cial ac i i ies (Johnson, 2011).
The ollowing subsec ion e iews only c i ical success ul ac o s o inno a ion and hen de eloping
hypo heses as well as esea ch amewo k o he pape .
C i ical success ul ac o s o inno a ion
Min zbe g (1982) con i med ha i ms should ha e lexible and o ganic s uc u e o make inno a ion
be e . Inno a ion depends much on o ganizing, s a egic hinking, awa eness o leade and de elopmen
o i m cul u e. Adminis a i eness o an o ganiza ion is o en a es ic ion o inno a ion. Inno a ion is
associa ed wi h eam wo king and inno a i e hinking. Capabili ies o employees a e impo an ac o o
inno a ion. Risk aking and passion a e wo essen ial cha ac e is ics o implemen inno a ion ac i i ies.
Mo i a ion and a i ude o o ganiza ion’s membe s also play key ole in inno a ion (Julien & Jacob, 1999).
Ch is ine, Mikel and Ke in (2002) conduc ed an empi ical esea ch abou impac o en i onmen al and
o ganiza ional ac o on inno a ion. The s udy conside ed e ec o en i onmen al, o ganiza ional,
p ocess, and manage ial ac o s on inc emen al and adical inno a ion in h ee indus ies (ae ospace,
elec onics, and elecommunica ion). Resul s showed ha he en i onmen al and o ganiza ional a iables
we e signi ican ac o s o bo h kinds o he inno a ion. Fac o s a ec ing he inc emen al inno a ion
include en i onmen al dynamics, age and size o i m, and linkage among i ms. E ec s con ibu ing o
he adical inno a ion consis o en i onmen al dynamics, linkages among i ms, expe ience and
ans o ming o es uc u ing om o he p ojec s o p oduc s.
Acco ding o Fe a i (2005), in o de o inno a e, businesses need o s ongly in es in human esou ce
and R&D ac i i ies. The ma ke -leading en e p ise always has high a e a he R&D in es men . R&D
con ibu es o in en o s and new po en ial business ideas on he ma ke . Inspi e o he ideas and
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inno a ions, R&D will be ine ec i e i he en e p ise does no ha e he app op ia e way o implemen i .
I will be was ed i he new ideas and in en ions a e no used in his way o o he ways.
Le chemenan (2006) s udied he de e minan s o inc emen al and adical inno a ion in Malaysia
indus ies. The esea ch showed ou he e ec s o in e nal ac o s on he inc emen al and adical
inno a ion. These ac o s included o ganiza ional capaci y, and demog aphic. Resea ch model was
app o ed and modi ied om Vincen , Bha adwaj and Challagalla (2004). The esea ch esul s showed ha
he o ganiza ional abili y and demog aphic implemen a ion we e impo an and had a posi i e
ela ionship wi h he inc emen al inno a ion, bu no he adical inno a ion. This also showed ha e y
ew companies in Malaysia conduc ed he adical inno a ion bu he inc emen al inno a ion. The esea ch
made commen s abou how o manage and adminis e R & D and enginee ing depa men s in he
o ganiza ion in o de o make much be e p oduc de elopmen o inno a ion p ocesses.
The e ha e been many s udies conduc ing esea ch he ela ionship be ween human esou ces wi h
inno a ion. Typically, empi ical s udies demons a ed human esou ce managemen a ec o he
de elopmen and exploi a ion o in ellec ual capi al (W igh , Dun o d & Snell, 2001), knowledge c ea ion
& p oduc de elopmen (Collins & Smi h, 2006) and o ganiza ional lea ning (Snell, Yound & W igh ,
1996). These ac o s in u n acili a e he inno a ion in business.
Based on he s udy on he mixed sample o en e p ises in Spanish indus ies, Jiménez-Jiménez and
Sanz-Valle (2005) demons a ed he ela ionship be ween he e ec i e e alua ion sys em, incen i e
compensa ion, and in e nal ca ee oppo uni ies and inno a ion. This s udy con i med ha human esou ce
managemen (HRM) p ac ices wi h he pa icipa ion o employees in en e p ises c ea ing oppo uni ies o
he inno a ion. The s udy by Ship on, Wes , Dawson, Bi di and Malcolm (2006) showed ha no only
aining bu also e alua ion and impac senso a ec ed o inno a ion. Howe e , he impac o hese
p ac ices can a y acco ding o he ype o inno a ion ac i i y (ie: he exploi a ion s explo a ion). The poin
ha HRM ce ainly had an impac on a ious aspec s o inno a ion was s udied by De Leede and Looise
(2005) and Jø gensen, Hyland and Ko oed (2008). Jø gensen, Becke and Ma hews (2009) s udied on he
ela ionship be ween human esou ces and inno a ion, and con i med ha he unc ion o HRM in
co po a e managemen sys em and HRM sys em a ec ed he inno a ion capabili y.
Emmanuel (2008) s udied he c i ical ole o leade ship in he p ocess o o ganiza ional inno a ion. He
a gued ha , in en e p ises, he leade s mus ac i ely implemen s a egies o encou age c ea i i y.
The e o e, leade ship is a ca alys and sou ce o o ganiza ional c ea i i y and inno a ion. In essence, o
achie e con inuous inno a ion o o ganiza ions, leade s mus es ablish a a o able en i onmen o
inno a ion and build an o ganiza ional cul u e encou aging c ea i i y and inno a ion. C ea i e
o ganiza ions also depend on how leade s encou age, manage in he o ganiza ion, as well as de elop
e ec i e leade ship s uc u e o sus ain he inno a ion p ocess. Due o en i onmen al changes in many
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a eas o business oday, o ganiza ions need he con inuous c ea i i y and inno a ion o emain
compe i i eness and success. This means ha hey mus ecognize and ake use o he exis ing c ea i i y
and leade ship o e ec i ely manage inno a ion p ocesses.
Ga cía-Mo ales, Llo ens-Mon es and Ve du-Jo e (2006) analyzed a a ie y o ac o s ha a ec
o ganiza ional inno a ion and lea ning, hen demons a ed ha o ganiza ional lea ning and inno a ion
posi i ely a ec he exp ession o he o ganiza ion. Based on p e ious esea ches, he s udy o Ga cía-
Mo ales e al. (2006) ga e many es ed heo ies, in es iga ing how indi idualism, leade ship, ini ia i e and
en i onmen in luence inno a ion ac i i ies. This s udy ound ou he elemen s o o ganiza ional
inno a ion and lea ning ha a ec ed en ep eneu ship and compe i i e ad an age. The eby i made
ecommenda ions ha en i onmen should con inuously o e incen i es o pe sonal de elopmen .
Managemen me hods need o be imp o ed and he leade needs o know how o o ganize and shape he
model o de elopmen , hus p omo ing capabili ies in o ganiza ions and essen ial s a egies o do
business. Howe e , he limi o his s udy is ha su ey da a based on sel - epo s may be bias.
The esea ch o Lin (2006) ocused on he ac o s a ec ing o ganiza ional inno a ion in p o iding
logis ic se ices. The su ey was conduc ed wi h 114 companies p o iding logis ic se ices in Taiwan.
Fac o s a ec ing inno a ion include human esou ces and he way o o ganizing and implemen ing
inancial in es men . Thus, i made conclusions ha he human ac o s, o ganizing way and inancial
ac o s ha e di e en e ec s on inno a ion ac i i ies in p o iding logis ic se ices.
Gómez-Viei es and Cal o (2011) conduc ed a s udy o ac o s a ec ing he inno a ion ac i i ies o
Spanish businesses. The main objec i e o he s udy was o analyze he ole o some ac o s ha could
in luence he de elopmen o he inno a ion ac i i ies o la ge companies in Spain, explo ing how hese
ac o s could help companies o achie e success by inno a ion and business e iciency imp o emen . The
au ho s came up wi h a new model o analyze he ela ionship be ween he o ganiza ion, echnology,
inance, in o ma ion and coope a ion elemen s among companies. The s udy used Pa ial Leas Squa e
(PLS) me hod and s uc u al equa ion model o de e mine heo e ical model, he s udy’s da a was aken
om he Ins i u e o S a is ical Su ey o Spain. The samples we e aken om he 2224 Spanish
businesses wi h 200 employees o mo e. Resul s showed ha he esou ces, he coope a ion and inance
posi i ely impac R&D ac i i ies; while R&D, in o ma ion managemen and echnology esou ces had a
posi i e impac on inno a ion; inally, he R&D ac i i ies, inno a ion esul s (p oduc and inno a ion
p ocess) and business pe o mance a ec managemen ac i i ies o he business.
As hese ac o s a e summa ized abo e, he au ho s p opose a eseach model o he success ac o s o
inno a ion in Vie nam including six hypo heses abou he success ac o s o inno a ion in he en e p ise.
Compa ed o p e ious s udies, his esea ch amewo k is conside ed as mo e comp ehensi e and
in eg a ed one and hus p o iding one mo e oice o li e a u e.
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Figu e 1. Resea ch Model (au ho s)
Hypo hesis 1 (H1): Awa eness o en e p ises on inno a ion has posi i e impac on inno a ion.
Hypo hesis 2 (H2): Inno a ion s a egy and policy ha e posi i e impac on inno a ion.
Hypo hesis 3 (H3): Inno a ion impleme a ion in he en e p ise ha e posi i e impac on inno a ion.
Hypo hesis 4 (H4): Capi al ( inancial) in es men o inno a ion has posi i e impac on inno a ion.
Hypo hesis 5 (H5): Human esou ces o inno a ion has posi i e impac on inno a ion.
Hypo hesis 6 (H6): Capaci y building o inno a ion in he en e p ise has posi i e impac on inno a ion.
3. Resea ch Me hodology
3.1. Da a and Sample
This s udy used p ima y da a h ough ques ionnai e su ey om No embe 2015 o Feb ua y 2016.
Responden s we e senio manage s o i ms loca ed mos ly a Hanoi (No he n), Hochiminh (Sou he n)
and Danang ci y (Cen al). The ques ionnai e included mul i-i ems designed o measu e ac o s
(Appendix). Each i em was measu ed by 5 poin Like scale: 1 (s ongly disag ee) o 5 (s ongly ag ee).
Ques ionnai es we e adminis e ed o 500 i ms belonging o lis o Vie nam Chambe o Comme ce and
Indus y (VCCI) in hese h ee ci ies wi h a e o 40% (Hochiminh ci y), 40% (Hanoi ci y) and Danang
(20%). Howe e , he e we e 360 e u ned ques ionnai es and alid o nex analyses. Cha ac e is ics o he
su ey da a a e desc ibed in he Table 1.
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Da a Cha ac e is ics F equency
Pe cen age (%)
o esponden s
Dis ibu ed by loca ion
Hanoi 76 21.1
Hochiminh 119 33.1
Danang 89 24.7
O he s 76 21.1
Main business ac i i ies
ICT 52 14.4
Biological Technology 56 15.6
Enginee ing-Mechanics 63 17.5
En i onmen al Technology 29 8.1
Cons uc ion Ma e ials 52 14.4
Se ices 88 24.4
O he s 20 5.6
Legal s a us
Limi ed company 161 44.7
Join s ock company 144 40.0
Pa ne ship 07 1.9
P i a e company 23 6.4
O he s 25 7.0
Ci izenship
Domes ic 300 83.3
Fo eign 14 3.9
Join en u e 46 12.8
Scope
Local 129 35.8
Na ion wide 190 52.8
Sou heas Asia 25 6.9
Ou side o Sou heas Asia 16 4.4
Numbe o employees (pe son)
Unde 50 128 35.5
51-100 91 25.3
101-300 141 39.2
O e 300 0
Re enue (VNĐ)
Unde 1 billion 75 20.8
1 bil - 10 bil 110 30.6
10 bil - 50 bil 71 19.7
50 bil - 100 bil 26 21.7
O e 100 bil 78 7.2
To al ( esponden s) 360 100
Table 1. Cha ac e is ics o he su ey da a (N = 360) (summa ized by au ho s om su ey)
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o ganiza ion. The HR sys em has o include: aining- ocus, pe o mance-based ewa d and eam
de elopmen o highe le el o inno a ion. I is impo an o ocus on de eloping an inno a i e and
en ep eneu ial cul u e by managing he HR unc ions p ope ly. Inno a ion can only be es ablished i
employees ha e he possibili y o be inno a i e. Managemen should gi e employees mo e space,
acili a ion, exci emen and challenges o come up wi h dis inc i e concep s. Posi i e impac o HR on
inno a ion also was con i med by esea ch o Allani, A cand and Bayad (2003), hey conside ed HR is a
key ac o o company’s compe i i eness and c i ical capaci y o inno a ion. O he s udies o Ka lsson
(2013), A ul ajah (2014) and Ghamdi and Razek (2015) explo ed he ela ionship be ween o ganiza ional
HRM p ac ices and inno a ion, and he conclusion was ha HRM p ac ices a e impo an o os e
o ganiza ional inno a ion.
Hypo hesis 6
Las hypo hesis in his pape s a es ha Capaci y building o inno a ion has posi i e impac on
Inno a ion in o ganiza ions. We can see ha he p- alue is p e y small (0.000<0.05), so ha he
ela ionship is s ongly suppo ed. The coe icien o ela ionship be ween Capaci y building o
inno a ion and Inno a ion is 0.317. The esul is consis en wi h esea ch o Lau & Ngo (2004), aining
ocused and building capabili ies o employees ha e s ong link wi h inno a ion pe o mance. Lawson
and Samson (2011) s udied abou how o de elop capabili ies o inno a ion has concluded ha building
capabili ies which ha e se en aspec s will help i ms in achie ing sus ainable inno a ion ou comes as he
engine o hei business pe o mance. Snyde (2013) s a ed ha capabili ies in an o ganiza ion a e
necessa y equi emen o inno a ion adop ion decision. Fu he mo e, Aleg e and Chi a (2008) showed a
posi i e link be ween equi emen o o ganiza ional lea ning capabili ies and inno a ion pe o mance.
The ollowing able (Table 6) shows summa y o hypo hesis es ima ion o his esea ch. O e all, ou o
six hypo heses, i e hypo heses (H1, H2, H3, H5, H6) a e suppo ed on he basic o h ee signi ican le el
o P alue.
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Hypo heses
Es ima ed
esul s
Hypo hesis 1 (H1): Awa eness o en e p ises on inno a ion has posi i e impac on inno a ion. Suppo ed
Hypo hesis 2 (H2): Inno a ion s a egy and policy ha e posi i e impac on inno a ion. Suppo ed
Hypo hesis 3 (H3): Inno a ion impleme a ion in he en e p ise ha e posi i e impac on inno a ion. Suppo ed
Hypo hesis 4 (H4): Capi al ( inancial) in es men o inno a ion has posi i e impac on inno a ion. Rejec ed
Hypo hesis 5 (H5): Human esou ces o inno a ion has posi i e impac on inno a ion. Suppo ed
Hypo hesis 6 (H6): Capaci y building o inno a ion in he en e p ise has posi i e impac on inno a ion. Suppo ed
Table 6. Summa y o hypo hesis es ima ion
5. Conclusion and Implica ion
In his s udy, we de eloped and es ed a model o de e minan s o Inno a ion in Vie namese i ms. The
majo con ibu ion o his s udy is es ing six de e minan s o inno a ion in Vie namese companies. The
esul s showed ha awa eness o inno a ion, inno a ion s a egy and policy, o ganiza ion o inno a ion,
HR o inno a ion and building capabili ies ha e posi i e impac on inno a ion. F om he esul s, his
s udy makes a con ibu ion o bo h academics and p ac i ione s. Fo academics, his s udy p o ided one
mo e empi ical e idence o he de e minan s o inno a ion.
Rega ding p ac ical implica ions, i s ly, his esea ch p oposes ha awa eness o inno a ion can posi i ely
in luences inno a ion ac i i ies in Vie namese i ms. So, awa eness o inno a ion can be conside ed as
i s s age o inno a ion s a egy in he i m. I he e is no awa eness in he i m, inno a ion canno be
pe o med. To inc ease inno a ion awa eness in Vie namese o ganiza ions, i is impo an o c ea e
campaign o showcase abou inno a ion o aising inno a ion awa eness pu pose. Fu he mo e, leade s
and manage s in he company should pay mo e a en ion o ain he employees abou he necessi y o
inno a ion, encou age hem o explo e and con ibu e new ideas o company. Inc easing inno a i e
awa eness o indi iduals in company can es ablish an inno a i e en i onmen ha p omo es inno a ion
in ha company.
Secondly, he esul in his s udy has shown ha s a egies and policies o inno a ion is one o d i e s o
inno a ion in o ganiza ion. A i m is conside ed is mo e inno a i e i i has sui able inno a ion s a egy
and policy. So, o be inno a i e and dominan o e o he compe i o s, a company should know how o
manage i s esou ce o c ea e an open, adap i e inno a ion s a egy o each desi able u u e s a e o he
company.
Thi dly, o ganiza ion o inno a ion also is a c i ical ac o can a ec inno a ion pe o mance wi hin a
i m. The s udy shows posi i e in luence o o ganiza ion o inno a ion on inno a ion, ha means how a
company o ganizes, implemen inno a ion ac i i ies can a ec inno a ion success. The company should
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empowe employees o encou age inno a i e ideas, mo i a ing leade s and employees o in ol e in
inno a ion p ocess, as well as collabo a ing wi h ex e nal pa ne s o po en ial inno a i e p ojec s.
Fou hly, his esea ch poin s ou ha mo e human esou ce company uses o inno a ion ac i i ies, he e
will be highe le el o inno a ion. So, companies which desi e a highe le el o inno a ion should
concen a e on how o inc ease numbe o people in ol ed in inno a ion p ocess, especially high-
expe ise people. Mo eo e , when i comes o a pe son who has high capabili y o inno a ion, he e
should be a easonable mo i a ion as well as compensa ion o ha pe son such as ewa d o p omo ion.
Finally, he esul sugges s ha i ms ha e highe building capabili ies ac i i ies wi hin o ganiza ion will
mo e likely o ha e high le el o inno a ion. As a pa o HR sys em o inc ease inno a ion, i ms need
o p o ide necessa y skills o employees h ough ocus on aining. I is essen ial o di using he
knowledge, skills o employees as well as leade s, manage s in he company. I companies do no ha e
sou ces o inno a ion knowledge and skills, hey can in es mo e money in aining ac i i ies om
ex e nal sou ces. Building capabili ies o inno a ion ac i i ies should be implemen ed equen ly wi h
di e se aining con en .
The e a e some limi a ions in his s udy ha can be imp o ed by u u e esea ches. Fi s ly, he sample is
aken in Vie nam coun y and mos ly om small and medium en e p ises so as a esul , he indings may
be limi ed o his sample. I would be mo e in e es ing i u u e s udy can expand he sample in a la ge
con ex , ake da a om mo e i ms as well as mo e employees in each i m. Secondly, inno a ion is a la ge
a ea o s udy abou , his s udy only ound ou some in e nal ac o s which can a ec inno a ion in an
o ganiza ion. Fu u e esea ch can expand he model o es he impac o some ex e nal ac o s on
inno a ion o Vie namese i ms. Finally, he ques ionnai e con ains some b oad ques ions so ha Like
5-poin scale migh no ob ain ull in o ma ion on he ac o s s udied. Fu u e esea ches could a emp o
ob ain da a mo e speci ically om mul iple sou ces.
Acknowledgemen
This esea ch is unded by Vie nam Na ional Founda ion o Science and Technology De elopmen
(NAFOSTED) unde g an numbe 502.02-2016.03
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Appendix: Ques ionnai es
Inno a ion o i m (Y)
Y1 - le el o p o iding o ally new p oduc /se ice o ma ke
Y2 - le el o p o iding imp o ed p oduc /se ice o ma ke
Y3 - le el o pene a ing in o new ma ke (p oduc /se ice in new geog aphical a ea, new cus ome
segmen a ion).
Awa eness o i m o inno a ion (F1)
F11 - Awa eness o leade o inno a ion
F12 - Awa eness o employees o i m o inno a ion
F13 - Employees ecognize con en and plan o inno a ion
S a egy and policy o inno a ion (F2)
F21 - le el o sha ing s a egies, policies o inno a ion in he i m
F22 - le el o implemen ing s a egies, policies o inno a ion
F23 - le el o exp essing opinions o inno a ion (issuing and conduc ing ideas sha ed and espec ed,
sha ing and ecei ing new knowledge…)
O ganiza ion o inno a ion (F3)
F31 - making e o o implemen ing in en , ideas
F32 - sel - implemen ing capabili y o in en , ideas
F33 - success ul le el o coope a ing wi h ex e nal pa ne s o implemen inno a i e p ojec s.
F34 - capabili y o handle possible issues when implemen ing inno a ion in i m
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Capi al ( inancing) in es men o inno a ion (F4)
F41 - ac i ely inancing o inno a ion ac i i ies
F42 - in es men a e o inno a ion ac i i ies in compa ison wi h o al in es men o i m
F43 - sa is ied le el wi h in es men ou come o inno a ion ac i i ies
Human esou ces o inno a ion (F5)
F51 - a e o numbe o employees in ol ing inno a ion ac i i ies o e o al numbe o employees in
i m.
F52 - inno a i e capabili y o employees
F53 - employees wi h inno a i e capabili y a e p io i ized and compensa ed ( ec ui men , aining,
incen i es, p omo ion, assignmen , keeping).
Building inno a i e capabili y in i m (F6)
F61 - o en implemen ing ac i i ies o help imp o e inno a i e capabili y o employees
F62 - aining need o imp o ing inno a i e capabili y
F63 - di e si y o opic and aining con en o imp o e inno a i e capabili y
F64 - i m sa is ies achie emen om aining ac i i ies o imp o ing inno a i e capabili y
F65 - in es men budge o aining ac i i ies o imp o ing inno a i e capabili y (compa ed o o al
in es men o i ms)
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