Nghiên cứu ảnh hưởng của sáng tạo của nhân viên đến kết quả hoạt động kinh doanh của doanh nghiệp ở đồng bằng sông cửu long TT TIENG ANH

MINISTRY OF EDUCATION AND TRAINING CAN THO UNIVERSITY SUMMARY OF THESIS MAJOR OF BUSINESS ADMINISTRATION Code of major: 62.34.01.02 NGUYEN THANH TU RESEARCH ON THE INFLUENCE OF EMPLOYEE’S CREATIVITY ON BUSINESS PERFORMANCE OF ENTERPRISES IN MEKONG DELTA Can Tho, 01/2022 THE THESIS WAS COMPLETED IN CAN THO UNIVERSITY Supervisor: Assoc Prof Dr Nguyen Huu Đang – Can Tho University Co- Supervisor: Dr Tran Thanh Liem - Can Tho College The thesis will be defended at the college-level dissertation council Meeting at …………………………………………… At ……………… , …………… 2021 Reviewer :…………………………………………….… Reviewer 2:…………………………………………….… Reviewer 3: ……………………………………………… This thesis can be found at the library: Learning Resource Center, Can Tho University National Library of Vietnam PUBLICATIONS Nguyen Thanh Tu and Nguyen Huu Đang (2018) Recognizing the creativity of employees in large enterprises in the Mekong Delta Asia-Pacific Economic Review, No 153, March 2018, page 36-38 Nguyen Thanh Tu and Nguyen Huu Đang (2018) Factors affecting employee creativity in large enterprises in the Mekong Delta Asia-Pacific Economic Review, No end of May 2018, page 13-15 Nguyen Thanh Tu and Nguyen Huu Đang (2018) The influence of creativity on business results of large enterprises in the Mekong Delta Banking Technology Magazine, No 152, November 2018, page 105-110 Nguyen Thanh Tu and Nguyen Huu Đang and Tran Thanh Liem (2019) Measuring business results using a subjective scale: The case of large enterprises in the Mekong Delta Asia Banking and Economic Review, No 160, July 2019, page 60 CHAPTER 1: INTRODUCTION 1.1 RESEARCH PROBLEMS The global competitive environment has posed challenges that force managers to constantly seek innovation in all their activities (Andriopoulos, 2001) Lin and Liu (2012) have summarized innovation as an important factor providing a sustainable competitive advantage that organizations can use to cope with the constantly changing business environment Amabile (1996) believes that all innovation comes from employees' creative ideas, so managers realize that it is necessary to encourage and promote creativity so that employees can make valuable contributions for the business There has been much evidence that employees' creativity contributes to innovation, efficiency and organizational survival (Bui Thi Thanh, 2014) Creativity is important to organizations because the contributions of creativity not only help organizations become more efficient, respond better to opportunities, make organizations more resilient to change, grow and develop to compete in the global market (Bui Thi Thanh, 2014) Therefore, promoting the creativity of employees is one of the decisive factors for the success of the organization (Walton, 2003) So what are the essential elements of individual creativity? What factors influence creativity? How does creativity affect business results? These are big and very important questions that need to be answered satisfactorily for business managers Identifying these essential factors will help managers improve their human resource organization, encourage and promote creativity, and improve the competitiveness of their businesses Enterprises across the country in general, as well as large enterprises in the Mekong Delta in particular, are having to change to match the increasing competition due to the transition of the economy to a base economy The market mechanism is becoming more and more complete, as well as the trend of international integration deepening In the context that the 4.0 revolution is taking place strongly, requiring the ability to adapt and catch up with new technology trends, many large enterprises and corporations have chosen to cooperate with start-ups to take advantage of new technologies, to utilize brain resources and promote growth (VNR, 2019) The Mekong Delta is currently in the stage of accelerating industrialization, modernization and international integration, so the issue of improving the quality of human resources needs to be prioritized in the direction of improving the quality of investment for training, diversifying types of training and promoting international cooperation in human resource training, etc With the traditional characteristics of industriousness, tolerance, hard work, self-reliance, dynamism , creativity of the Mekong Delta people, a latent creative capacity that managers in this region need to know how to stimulate, grasp what factors to arouse and promote creativity and passion for creativity (Pham Van Bua, 2010), contributing to business and economic development in this region Large enterprises (according to Decree 39/2018/ND-CP dated November 3, 2018 detailing a number of articles of the Law on supporting small and medium-sized enterprises, replacing Decree No 56/2009/ND-CP dated June 30, 2009 on supporting the development of small and medium-sized enterprises) has strengths in capital, human resources, access to advanced science and technology, large enterprises are ready to receive challenges, and seize the opportunities of the times, must break down barriers, improve the quality of human resources and technology, create an environment that promotes creativity to perfect and enhance their competitiveness Besides, large enterprises are the foundation for start-up businesses, which is a large consumer for these businesses Startups can only scale through model-building support from large enterprises Moreover, large enterprises and large corporations can also become partners of start-ups, acting as the framework of the national economy, as breakthroughs to help goods and services of a country successfully penetrating the world market (Communist Party of Vietnam, 2019) Large enterprises have a high demand for input resources such as capital, labor, infrastructure, etc., so they have a huge spillover effect on other sectors of the economy Large enterprises are the support for small and medium enterprises, where they consume intermediate products and services provided by small and medium enterprises to form large products (VNR, 2017) Although employee creativity in enterprises plays a very important role for businesses, it helps to increase business efficiency (Lumpkin and Dess, 1996; Hult, Hurley and Knight, 2004; Kunz and Schaaf, 2011;) ) but studies have only been conducted in developed countries (Calantone, Cavusgil and Zhao, 2002; Lee, Lee, Young, and Jo, 2011), very few studies have been conducted in Vietnam (Bui Thi Thanh, 2014) The current status of domestic research on factors that positively affect creativity and the influence of creativity on business performance of enterprises is still open (Bui Thi Thanh, 2014) A few previous studies only focused on building models of factors affecting creativity, or many foreign studies only stopped at building regression models on the influence of creativity on business performance of the enterprise, or the influence of creativity on innovation in the enterprise Previous studies have not built a unified theoretical model including factors affecting creativity, and creativity affecting business performance This is a gap that is addressed in this study Enterprises across the country in general and in the Mekong Delta in particular have not really had a satisfactory solution to encourage and promote the creativity of their employees to enhance their competitiveness Large enterprises with capital and human resources are ready to invest in innovation of production technology, boldly adjust technical lines to improve production efficiency, ready to create an environment that promotes creativity for employees (Calantone et al., 2002) In contrast, small and medium-sized enterprises often operate in the family business model, so the production technology is the original technology model, keeping the technology of the manufacturer, these enterprises are not bold enough to improve and innovate the production line to match the current production situation With the traditional characteristics of industriousness, tolerance, hard work, self-reliance, self-reliance, dynamism and creativity of the Mekong Delta people, a latent creative capacity that managers in this region have need to know how to arouse, promote creativity and creative passion The problem is how to promote and create a creative and innovative environment to create value for large enterprises in the Mekong Delta To answer this question, it is necessary to have a specific research model on creativity and its influence on business performance of enterprises Therefore, this study was conducted to assess the influence of employees' creativity on the business performance of large enterprises in the Mekong Delta through the thesis Research on the influence of employees' creativity on business performance of enterprises in the Mekong Delta 1.2 OBJECTIVES 1.2.1 Overall objective The overall goal of the thesis is to study the theoretical and practical basis of employee creativity and the influence of employee creativity on business results of large enterprises in the Mekong Delta; thereby proposing management implications to promote employee creativity and improve business results for enterprises 1.2.2 Specific objectives Specific objectives 1: Identifying factors affecting employee creativity in large enterprises in the Mekong Delta Specific objectives 2: Measuring the impact of employee creativity on business performance of large enterprises in the Mekong Delta Specific objectives 3: Propose some managerial implications to promote employee creativity, and improve business performance in large enterprises in the Mekong Delta 1.3 RESEARCH QUESTION - What factors affect the creativity of employees in large enterprises in the Mekong Delta? - How does the creativity of employees in large enterprises in the Mekong Delta affect business results? - What management implications are needed to promote employee creativity and improve business results for large enterprises in the Mekong Delta? 1.4 RESEARCH SCOPE AND METHODOLOGY 1.4.1 Research subjects The research object of the thesis is the factors affecting the creativity of employees, and the influence of employees' creativity on the business performance of large enterprises in the Mekong Delta 1.4.2 Respondents The survey subjects of the thesis are employees working in departments in large enterprises in the Mekong Delta, they are frontline employees, often in direct contact with customers, partners, suppliers , should be knowledgeable about the development situation as well as the working environment of the enterprise 1.4.3 Research space The study was conducted at large enterprises in the Mekong Delta 1.4.4 Research time Time of secondary data: Secondary data is collected by the author from the financial statements of large enterprises in the Mekong Delta over the years 2017, 2018 and 2019 Time to conduct primary data survey: The study uses primary data from survey results, direct surveys of respondents who are departmental staff working in departments in a number of large enterprises in the Mekong Delta The survey period was from May 2019 to May 2020 1.4.5 Research Methods The thesis uses data analysis methods including descriptive statistics, Cronback's Alpha test, exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and Structural Structural Modeling (SEM) 1.5 MEANINGS AND FINDINGS OF RESEARCH Scientific significance In general, domestic and foreign studies are still conducted sporadically, only studying the factors affecting innovation, or the impact of innovation on business performance of enterprises, or studying the effects of innovation on business performance; or influence of creativity on enterprise innovation This study has built a general model of the factors that promote creativity and the impact of creativity on business performance of enterprises Research has applied and developed measurement scales on factors that promote creativity, developed a business performance measurement scale using Vankatraman's (1987) perceived rating scale to measure the results for businesses The research model on factors affecting employee's creativity has the appropriateness of the model reaching 88.20%, showing that the model of factors is more comprehensive than the research models in and abroad before, such as the research model on factors affecting creativity of employees in the bank by Bui Thi Thanh (2014), the correlation in the model is only 57.80%; Research model of Solmaz and Subramaniam (2013) on employee's creative behavior in Malaysian enterprises only reached a correlation of 60.80%; Research model of Hsu and Hsiu-Ju (2013) on factors affecting employee creativity in garment enterprises in Taiwan is correlated at 57.60% Research results on the influence of employees' creativity on business performance results have a correlation coefficient in the model of 76.80%, showing the variability of the business performance factor are explained 76.80% from employees' creativity The research results of the model have a high correlation compared to some previous studies on the model of factors affecting business performance of enterprises such as the research model of Alvaro et al (2011) ) has a 75.70% correlation; the research model of Masood et al (2013) on the influence of employee creativity on business performance of Pakistan’s banks has a correlation coefficient in the model of only 64% Practical significance The research results serve as a foundation to help large enterprises in the Mekong Delta create an environment that promotes creativity for their employees, selects personnel in recruitment, and assigns personnel to different departments requires the high of creativity, and helping to improve the business performance of the business On the other hand, the research results are also the basis for further researchers when studying the business performance of enterprises in the absence of access to business data 1.6 STRUCTURE OF THESIS The thesis is organized into chapters Chapter 1: Introduction This chapter presents the research problem, objectives, questions, research object and scope as well as the layout of the thesis Chapter 2: Theoretical basis and research model Chapter describes the theoretical basis as a basis for carrying out the research thesis through a literature review on the research on factors affecting creativity, the influence of creativity on business performance From there, there is an approach to measuring creativity scales, measuring factors affecting creativity, and measuring business performance Chapter 3: Research Design Chapter outlines the measurement scales, concepts in the theoretical model, research design and proposed model for the thesis Research design includes contents about research framework, sample size, data collection process, data analysis techniques, research methods, research model Preliminary research is also discussed in this chapter Chapter 4: Research results Chapter analyzes the factors affecting employee creativity in large enterprises in the Mekong Delta, Cronback's Alpha test, exploratory factor analysis (EFA), confirmatory factor analysis (CFA), evaluate the suitability of the theoretical model by Structural Equation Modeling (SEM), discuss research results, analyze multi-group structure Chapter 5: Conclusions and implications for governance Chapter summarizes the significant findings of the study and proposes some managerial implications for large enterprises in the Mekong Delta to create an environment that promotes creativity and improves business performance Finally, the thesis highlights limitations and suggestions for future research directions CHAPTER 2: THEORETICAL BASIS AND RESEARCH MODEL 2.1 THEORETICAL BASIS 2.1.1 Concepts Creativity: Creativity is coming up with ideas, tangible or intangible products, processes, jobs, etc that are new and useful, or improve existing ones in order to better solve problems in working Employee’s creativity: The creativity of employees in the organization is a form of behavior that is influenced by many factors from the inside of the employee, such as motivation, knowledge, skills, way of thinking, working to external environmental factors such as support from the organization, encouragement of the organization Intrinsic Motivation: Intrinsic motivation of employees in the organization is the work motivation, the desire and willingness of employees to increase efforts towards the achievement of organizational goals Working environment: The working environment includes elements of corporate culture and leadership style It is the encouragement and support of the organization; the reception and evaluation of employees' creative ideas respectfully and fairly; organize to encourage employees to work in groups; and colleagues easily share knowledge at work Self-efficacy: Self-control at work is being confident in generating new ideas, being confident in their ability to solve problems creatively, being able to develop ideas better than others, being confident in your work finding new ways to solve problems who are trained in creative problem solving skills Creativive self-efficacy: Creative selt-efficacy manifests itself when employees accumulate a wealth of related creative knowledge and skills (Amabile, 1988) Amabile (1988) also believes that employees who have a lot of experience in creative activities, or an environment with creative characteristics, will have more and more autonomy in creativity Creative cognitive style: A person with a creative thinking style is someone who has a lot of creative ideas, who likes work that makes them think in a creative way, who is very creative, and who loves to the job in new ways Firm performance: Business performance is measured by financial indicators such as sales growth, profit growth, market share growth and cost savings Big firm: Decree No 39/2018/ND-CP dated March 11, 2018 detailing a number of articles of the Law on supporting small and medium-sized enterprises, stipulating each field, based on the number of employees CHAPTER 3: RESEARCH DESIGN 3.1 RESEARCH PROCESS Source: Author construction, 2019 Figure 3.1: The research process 3.2 RESEARCH METHODOLOGY 3.2.1 Qualitative research method In this study, the author uses exploratory qualitative research method by hand-to-hand discussion with experts with extensive experience in working as well as in business management in the Mekong Delta to supplement and edit the questionare 3.2.2 Quantitative research method 3.2.2.1 Method of data collection a) Secondary data collection The thesis uses secondary data on socio-economic, political, legal, etc of the Mekong Delta through the Statistical Yearbook of Vietnam, the Statistical Yearbook of the provinces in the Mekong Delta from 2016 to 2019, from the Central Institute for Economic Management and Research, the Socio-Economic Research Institute of the Mekong Delta, the Vietnam Chamber of Commerce and Industry (VCCI), the Chamber of Commerce and Industry of the Mekong 12 Delta Provinces, the Association E-commerce, Vietnam Economic White Paper 2019 b) Primary data collection Primary data was collected through a questionnaire designed by the author by inheriting and developing the questionnaires of previous studies The survey subjects of the thesis are employees working in departments in large enterprises in the Mekong Delta, most of them have been trained from college or higher, have the ability to research and creative, are frontline people, often in direct contact with customers, partners, suppliers, etc should be knowledgeable about the development situation of the business 3.2.2.2 Method of determining sample size Based on the sampling method, along with the distribution of the number of large enterprises to interview its employee in the Mekong Delta (73 enterprises), the author conducted interviews with employees in all departments in the enterprise Through the field survey, enterprises in the Mekong Delta have an organizational structure of about to different departments, including departments such as (i) Sales Department, (ii) Organization and Administration Department, (iii) Finance-Accounting Department, (iv) Research and Development Department (many businesses not organize this department), (v) Economics-Planning Department, and (vi) Production Department In this study, each department the author randomly selected employees to collect data A total of 749 questionnaires were received and included in the analysis 3.2.2.3 Sampling method and sample observation The thesis uses non-probability sampling method - convenience by direct interview 3.2.3 Analytical methods 3.2.3.1 Descriptive statistical methods The thesis uses descriptive statistics method to describe collected data such as description of surveyed enterprises, description of respondents answering questionnaires such as age, gender, working department, etc 3.2.3.2 Testing the scale by Cronbach's alpha coefficient The thesis tests the scale by Cronbach's alpha coefficient to test the reliability of the observed variables of the scales in the model 3.2.3.3 Exploratory factor analysis method EFA The exploratory factor analysis method is used in this study to eliminate inappropriate observations, and to test the convergence or divergence of the groups of factors in the research model 13 3.2.3.4 Confirmatory factor analysis method CFA The confirmatory factor analysis method is used in this study to test the fit of the research model with market data 3.2.3.5 Linear structural model SEM Using the SEM linear structural model to analyze the multidimensional relationships of the factors in the model, visually check the relationships that exist between factors affecting creativity and the influence of creativity generate business results 3.2.3.6 Multi-group structure analysis This study uses multi-group structural analysis method to analyze the differences in creativity between groups of interviewees 3.3 PRELIMINARY RESEARCH FOR CONSTRUCTION AND DEVELOPMENT OF THE SCALE 3.3.1 Exploratory qualitative research to propose a preliminary scale Qualitative research from a review of documents related to the research content, the author builds an exploratory qualitative research questionnaire to discuss with the instructor, qualitatively exploratory interviews with experts 3.3.2 Qualitative research exploratory adjustment the scale Next, the author conducts exploratory qualitative research to adjust the preliminary scale After that, the author conducted preliminary quantitative research with 145 questionnaires to test the scale The official scale of the study with observations presented in Table 3.1 Table 3.1: Scale of factors in the research model Mark Description Source Creative scale ST1 Employees have many creative ideas at work Eder et al ST2 Employees have many opportunities to use their (2008); Houghton creativity at work et al (2009); Bui ST3 Employees are often invited or asked about new job Thi Thanh (2014); ideas Houghton and ST4 Employees have many opportunities to join different Dillello (1999) groups to related work Intrinsic motivation scale DLNT1 Employees feel motivated by the work they are doing DLNT2 Employees feel satisfied with the work they are doing DLNT3 Employees feel proud of their work DLNT4 When facing a complicated problem at work, employees find all ways to complete it 14 Eder et al (2008); Tierney et al (1999); Bui Thi Thanh (2014); Houghton and Dillello (1999) Self-efficacy scale TCCV1 Employees are confident in their ability to the job TCCV2 Employees master the necessary skills at work TCCV3 Employees are knowledgeable in the field they are doing TCCV4 Employees are willing to perform any work required in the workplace Creativive self-efficacy scale TCST1 Employees confidently create their own new ideas TCST2 Employees are confident in their ability to solve problems creatively TCST3 Employees are better able to develop ideas than others TCST4 Employees are confident in finding new ways to solve problems Creative cognitive style scale PCTD1 Employees have a lot of creative ideas PCTD2 Employees like jobs that make them think creatively PCTD3 Employees are very creative PCTD4 Employees love doing work in a new way Working environment MT1 Employees are encouraged by the organization to solve problems creatively MT2 The organization has a good mechanism to encourage and develop the creative ideas of employees MT3 Employees are encouraged by the organization to accept challenges at work MT4 Leaders are always close to helping employees MT5 Colleagues willing to share knowledge at work Business performance scale BEP1 Long-term revenue growth potential BEP2 The ability to save costs in the long term of the business BEP3 Long-term profitability of the business BEP4 The company's ability to grow the market in the long run Eder et al (2008); Bui Thi Thanh (2014); Tierney et al (1999) Eder et al (2008); Houghton et al (2009); Bui Thi Thanh (2014); Zhou and Shalley, (2003) Eder et al (2008); Bui Thi Thanh (2014) Eder et al (2008); Tierney et al (1999); Houghton and Dillello (1999); Shalley et al (2004); Bui Thi Thanh (2014) Vankatraman et al (1987); Masood et al (2013); Atalay et al (2013) Source: Summary from the author's qualitative research results, 2019 15 CHAPTER 4: RESEARCH RESULTS AND DISCUSSION 4.1 SURVEYED BUSINESS LOCATIONS A total of 73 large enterprises in the Mekong Delta region surveyed are presented in Table 4.1 Table 4.1: Description of the location of the enterprises conducting the survey STT 10 11 12 13 City/Provinces Long An Can Tho Tiên Giang Đong Thap An Giang Bạc Lieu Ca Mau Kien Giang Ben Tre Soc Trang Hau Giang Vinh Long Tra Vinh Total Enterprise Observation Quantity quantity 13.00 130.00 10.00 107.00 10.00 100.00 9.00 108.00 6.00 60.00 5.00 40.00 4.00 42.00 4.00 40.00 3.00 30.00 3.00 36.00 2.00 16.00 2.00 24.00 2.00 16.00 73.00 749.00 Ratio (%) 17.36 14.29 13.35 14.42 8.01 5.34 5.61 5.34 4.01 4.81 2.14 3.20 2.14 100.00 Source: Results of data collection from 73 surveyed enterprises, 2019 4.2 RESEARCH RESULTS 4.2.1 Evaluation of the reliability of the scales The results of Cronbach's alpha of the scales of factors affecting creativity are presented in Table 4.2 Table 4.2: Cronbach’s alpha of scale of research model Observation Scale Mean if Scale Variance Corrected Cronbach's Item Deleted if Item Deleted Item-Total Alpha if Correlation Item Deleted DLNT scale, Alpha=0.809 DLNT1 11.740 4.097 0.611 0.768 DLNT2 11.790 DLNT3 11.660 DLNT4 11.560 TCCV scale, Alpha=0.806 TCCV1 10.950 TCCV2 11.280 16 3.529 4.305 3.493 0.672 0.565 0.668 0.737 0.788 0.740 5.148 4.886 0.605 0.604 0.764 0.765 Observation Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation TCCV3 11.050 TCCV4 10.850 TCST scale, Alpha=0.916 TCST1 11.710 TCST2 11.730 TCST3 11.800 TCST4 12.000 PCTD scale, Alpha=0.893 PCTD1 10.060 PCTD2 10.040 PCTD3 10.230 PCTD4 10.100 MTLV scale, Alpha=0.915 MT1 14.680 MT2 14.720 MT3 14.620 MT4 14.640 MT5 14.740 4.550 5.006 0.715 0.565 Cronbach's Alpha if Item Deleted 0.709 0.784 4.722 4.590 4.671 5.267 0.868 0.858 0.811 0.696 0.870 0.872 0.889 0.906 5.049 5.076 5.174 4.747 0.785 0.728 0.689 0.859 0.854 0.876 0.890 0.826 8.802 9.830 8.424 8.531 9.596 0.739 0.790 0.819 0.821 0.792 0.907 0.899 0.890 0.889 0.897 Source: Calculation results from the survey of 749 respondents, 2019 4.2.2 Test the relationship of variables in the model by exploratory factor analysis EFA - EFA for the scale of factors affecting creativity: The results of EFA analysis with groups of factors are presented in Table 4.3 Table 4.3: EFA results on factors affecting creativity Observation Factor DLNT1 0.685 DLNT2 0.776 DLNT3 0.615 DLNT4 0.788 TCCV1 TCCV2 TCCV3 TCCV4 TCST1 0.915 TCST2 0.931 TCST3 0.871 TCST4 0.636 PCTD1 0.846 17 0.654 0.712 0.865 0.577 Observation PCTD2 PCTD3 PCTD4 MT1 MT2 MT3 MT4 MT5 KMO Sig Extraction variance 0.728 0.709 0.987 Factor 0.743 0.825 0.873 0.875 0.840 0.899 0.000 64.008% Source: Calculation results from the survey of 749 respondents, 2019 - EFA for employee's creativity scale: EFA results of creativity scale are presented in Table 4.4 Table 4: EFA result of creativity scale Observation Factor ST1 0.569 ST2 0.592 ST3 0.734 ST4 0.634 0.748 0.000 63.220 KMO Sig Extraction variance (%) Source: Calculation results from the survey of 749 respondents, 2019 - EFA for BEP business performance scale: EFA results of BEP scale are presented in Table 4.5 Table 4.5: EFA result of BEP scale Observation Factor BEP1 0.589 BEP2 0.507 BEP3 0.638 BEP4 0.699 0.819 0.000 60.802 KMO Sig Extraction variance (%) Source: Calculation results from the survey of 749 respondents, 2019 4.2.3 Checking the scale by CFA The CFA results presented in Figure 4.1 show that the scales all meet the requirements, and the model is consistent with market data 18 Source: Calculation results from the survey of 749 respondents, 2019 Figure 4.1: CFA result of the model’s scale 4.2.4 Testing the research model by SEM The results of the analysis of the influence of the independent variable on the group of creative factors show that groups of factors have a positive influence on creativity, and explain 82.10% of the variation of creativity Source: Calculation results from the survey of 749 respondents, 2019 Figure 4.2: SEM test results 19 For the business performance factor, the creative factor explains 76.80% of the variation in business performance Table 4.6: Weights of SEM results Correlations NonStandardized standardized Regression SE CR Regression Weights Weights STMT 0.113 0.156 0.022 5.161 STPCTD 0.130 0.171 0.023 5.539 STTCST 0.281 0.394 0.027 10.566 STTCCV 0.235 0.258 0.035 6.741 STDLNT 0.246 0.234 0.032 7.616 BEPST 1.000 0.876 0.018 7.027 SMCCreativity =82.10%; SMCBusiness performance = 76.80% Pvalue *** *** *** *** *** *** Source: Calculation results from the survey of 749 respondents, 2019 Note: *** level of significance 1% 4.2.5 Testing model estimation by BOOTSTRAP The study used bootstrapping technique with a repeated sample size of 2,000 observations from an initial sample size of 749 observations The estimated results from 2,000 observations are presented in Table 4.7 Table 4.7: Estimated results by Bootstrap with n=2000 Correlations SE SE-SE MEAN Bias SE-Bias STMT 0.024 0.000 0.114 0.001 0.001 STPCTD 0.025 0.000 0.131 0.001 0.001 STTCST 0.028 0.000 0.281 0.000 0.001 STTCCV 0.039 0.001 0.234 -0.001 0.001 STDLNT 0.036 0.001 0.247 0.002 0.001 BEPST 0.000 0.000 1.000 0.000 0.000 CR 1.000 1.000 0.000 -1.000 2.000 0.000 Source: Calculation results from the survey of 749 respondents, 2019 4.2.6 Hypothesis testing in the model - H1 intrinsic motivation has a positive effect on employee creativity - H2 autonomy at work has a positive influence on employee's creativity - H3 creative autonomy has a positive influence on employee's creativity - H4: Creative thinking style has a positive influence on employee's creativity - H5, working environment has a positive influence on employee's creativity - H6 creativity of employees in the enterprise has a positive effect on the business performance of the enterprise 20 CHAPTER 5: CONCLUSIONS AND MANAGEMENT IMPLICATIONS 5.1 CONCLUSION Summarizing domestic and foreign research models on factors affecting employee creativity, and the influence of employee creativity on business performance of enterprises, the author proposes a model There are groups of factors affecting employees' creativity, including (1) Intrinsic motivation; (2) Autonomy in work; (3) Autonomy in creativity; (4) Creative thinking style; (5) The working environment has a positive impact on employees' creativity; and (6) Employee creativity has a positive impact on business results of large enterprises in the Mekong Delta The results of testing the research model by SEM from 751 employees working in departments in large enterprises in the Mekong Delta, the above five groups of factors all have a positive influence on employee creativity, and are arranged ranked by level of impact in descending order, including (1) group of self-control factors in creativity (TCST) having the strongest impact on creativity with a standardized coefficient of 0.394; (2) followed by the factor of autonomy in work (TCCV) that has an impact on creativity with a normalization coefficient of 0.258; (3) next is the intrinsic motivation factor affecting creativity with a normalization coefficient of 0.234; (4) next is the thinking style factor (PCTD) with a standardized coefficient of 0.171; and (5) finally, the working environment factor (MT) has a positive impact on creativity with a normalized coefficient of 0.156, and these five groups of factors explain 82.10% of the variation in creativity create; the remaining 17.9% are factors that have not been included in the research model such as psychological factors, behavioral factors of the controller, religious factors, etc 5.2 MANAGEMENT IMPLICATIONS 5.2.1 Management implications to promote creativity 5.2.1.1 Promoting creativity through creativive self-efficacy - Enhance practical experience activities or experience on creative skills because this factor will be the factors that form the creative autonomy of employees, motivating employees to be more creative in the workplace job - Organizing short-term training courses, on-site professional training, etc to serve the work is also very necessary for employees to promote autonomy in creativity for employees - In addition, business leaders need to be fully equipped with working knowledge and skills that will help employees be confident and proactive with the assigned work - Enterprises need to combine training courses, knowledge training, creative thinking, soft skills training courses for employees in order to build a confident attitude about their abilities, build a strong self-esteem The owner 21 solves problems at work, so that employees are more confident in their creativity, thereby promoting the creativity of employees in the enterprise 5.2.1.2 Promoting creativity through Self-efficacy - Build management models and processes in the direction of design, arrange suitable work, create interesting to challenge creativity of employees; - Regularly rotate employees in departments so that employees know the procedures, work instructions, production processes, machinery and equipment so that employees can improve their knowledge and improve their professional skills subjects at work - When employees have autonomy in their work, they are always ready to perform any work at the workplace Therefore, business leaders need to boldly assign tasks to their employees after thoroughly instructing them on how to implement, even challenging tasks When employees thoroughly understand the work they are doing, are willing to perform the work assigned by their superiors, it will improve the autonomy in the work of the employees, promote creativity in the work - Leaders also need to pay more attention to the thoughts and aspirations of employees, satisfactorily solve problems at work as well as pay attention to the material and spiritual lives of employees The best way to encourage employees to work hard is to trust the leadership for employees, allow employees to solve problems in their capacity and help and support when they are in trouble When employees are properly appreciated and appreciated for their contributions, they will contribute continuously, so work efficiency will be much better 5.2.1.3 Promoting creativity through intrinsic motivation - Business leaders need to ensure to provide the needs from the minimum living standard for employees through policies on salary, allowances, benefits, etc to create expectations for employees so that they can make efforts perform the work - Enterprises need to build a close, friendly and comfortable working atmosphere for employees by bonding among team members, upholding the spirit of solidarity, and at the same time consider this factor as a factor in the emulation criteria so that each individual can adjust his/her behavior appropriately in the workplace - Business leaders should also be close to understand employees, close to employees and even family members of employees in the business so that employees in the enterprise can rest assured to devote and be proud to work in the enterprise, etc thereby improving work motivation, contributing to promoting creativity of employees - The departments in the enterprise need to assign the right people, the right jobs, to avoid the case where the assignment of tasks is not suitable for 22 professional qualifications, which is easy to cause boredom, waste of time, reduce work efficiency as well as not promote employee creativity 5.2.1.4 Promoting creativity through creative cognitive style - There should be a policy to encourage employees to solve problems in a breakthrough and creative way to complete their work - Employees with a creative thinking style always work in a new, more challenging way Therefore, business leaders should always create a challenging working environment, assign new jobs to employees, and at the same time honor, reward and replicate typical employees for new ways of doing things creativity in business - Enterprises need to recognize and have a satisfactory policy for creative ideas in the work of employees Select, consider and award the annual emulation title according to each level of contribution of creative ideas from the departmental level, the company level, or propose to award certificates of merit at the provincial level, city level, etc so that employees feel comfortable Their creative ideas, though very small, are still recognized by the organization This will create more motivation for employees 5.2.1.5 Promoting creativity through working environment - Business leaders need to build a working environment in which businesses always encourage employees to solve problems creatively; always build and operate a good mechanism to encourage employees to be creative and develop innovative ideas - Leaders always encourage employees to accept challenges at work by creative and innovative problem-solving methods, not following the previous way; - Leaders of businesses need to be close to employees and colleagues who are always ready to support and share knowledge at work will motivate employees to be more and more creative at work - Create an environment that promotes creativity for employees with remuneration policies and encourages development at work Specific regulations on reward regime for employees who successfully complete their tasks and sanctions for violating employees Employees will feel satisfied with a worthy income for what they have contributed to the team and work, so the compensation policy is an indispensable factor if they want to motivate employees to work effectively and more quality - Always create a new working environment for employees by rotating between departments, or other branches so that employees can understand the current business situation as well as the future development trend of the business - Build teamwork, culture and democracy in considering employee issues Avoid cases where employee suggestions are forgotten Encourage employees 23 to present their personal ideas to the organization to make them feel more cared about when they come up with ideas - A good working environment always promotes creativity and enthusiasm for work, from which employees in the enterprise will "burn" to their best with the assigned work 5.2.2 Improve business performance - Business leaders need to build an environment that promotes creativity for employees through factors affecting creativity as the research model proposes The factors include self-efficacy, creativive self-efficacy, creative cognitive style, intrinsic motivation and working environment factors - On the other hand, according to the observed variables of the scale of measuring business performance of the enterprise, it is found that when employees understand and expect the business results of the enterprise, they contribute to the growth of the business they are working for - In addition, businesses need to detect individuals with creative potential through the ACL30 identification kit to choose and arrange suitable jobs, especially the stages and industries that require high creativity The fact from many studies shows that, when creative individuals work in an environment that promotes creativity, they increasingly promote their creativity, contributing to building more and more sustainable 5.3 RECOMMENDATIONS 5.3.1 Recommendation for enterprise - Enterprises need to build a working environment in the direction of promoting creativity for employees in the enterprise The model of factors that promote employee creativity is the model proposed in this study - Enterprises need to implement solutions on economy, trade, investment and improve the business environment to stimulate demand for creativity and innovation in technology through effective use of the Science Development Fund and technology in the program to support innovation according to Conclusion No 50-KL/TW dated May 30, 2019 of the Secretariat; Resolution No 52-NQ/TW dated September 27, 2019 of the Politburo; and the Intellectual Property Strategy to 2030 - Enterprises need to invest in human and financial resources to research and apply their employees' creative ideas to innovate production technology through the establishment of Research and Development Departments (R&D), research institutes with their own teams or in conjunction with experts and scientists at research institutes and universities to put into practice useful creative ideas for Business 24 5.3.2 Recommendation for government - The State needs to create favorable conditions for businesses to effectively access support mechanisms and policies to promote innovation, such as exemption and reduction of corporate income tax (CIT) for scientific and technological enterprises, technology for products formed from scientific research results; interest rate support, loan guarantees for small and mediumsized enterprises, enterprises conducting research, transferring, innovating and perfecting technology, establishing an Innovation and Research and Development Fund in enterprises from the from pre-tax profits, etc - Continue to support businesses, especially those that use a lot of labor, as well as support policies for scientific research, application of innovation in production and business Continue to maintain and promote policies to encourage creativity such as extracting resources from business operating profits - Regularly review and evaluate the current situation of innovation activities of enterprises, the situation of using scientific research and innovation funds to perfect sanctions and policies to encourage enterprises to promote maximum from this fund - Take advantage of internal resources and arouse the spirit of Vietnamese people to use Vietnamese goods, encourage and arouse the patriotic spirit of the people - Continue to improve credit policies so that businesses have more opportunities to access capital for technological innovation from the creative ideas of employees, to be able to support enterprises to innovate more effectively - Socialization of scientific and technological research will exploit society's resources for research and development for the country, research results will quickly come to life, creating high quality products for consumers Therefore, the State needs to have strong enough incentive policies to promote research and development activities in enterprises, to attract good scientists to solve the problems of enterprises themselves 5.4 LIMITATIONS AND FURTHER RESEARCH DIRECTIONS - Research scope: The study only focuses on large enterprises in the Mekong Delta, so it is not possible to generalize the research results to all large enterprises across the country The next research direction needs a more comprehensive generalization of research subjects such as small and medium enterprises or all enterprises in the Mekong Delta - Regarding the survey method: This study is based on the self-assessment method, which is also the method that most previous studies used Further 25 studies need to overcome this limitation by surveying creative evaluations from business leaders, from experts - Regarding survey subjects: The survey subjects of the study are employees working in departments in large enterprises in the Mekong Delta Further studies need to approach the survey subject as leaders in the business - Regarding the research model: The evaluation model of factors affecting employee's creativity only reached 82.10%; The influence of creativity on business results of enterprises is only 78.60%, showing that many factors affecting creativity as well as many factors affecting business results have not been included into the model Further studies when designing research questionnaires need to add many other factors to the model - About the research sampling method: This study only conducts the survey with the non-probability sampling method - convenient for interviewing Future research should increase the sample size and expand the scope of the survey to many subjects in the enterprise - And finally about the business performance measurement scale: The author uses the business performance scale by inheriting and developing from Vankatraman's (1987) BEP scale to measure operating business results of enterprises Further studies need to overcome the limitations of this study by using the rating scale according to the target index, or evaluating the BEP scale from business leaders 26 ... (2008); Bui Thi Thanh (2014); Ha Nam Khanh Giao and Nguyen Hoang Vinh (2015) Eder (2007); Eder and Sawyer (2008); Bui Thi Thanh (2014); Sarac, Efil and Mehmet (2014); Ha Nam Khanh Giao and Nguyen... the long run Eder et al (2008); Bui Thi Thanh (2014); Tierney et al (1999) Eder et al (2008); Houghton et al (2009); Bui Thi Thanh (2014); Zhou and Shalley, (2003) Eder et al (2008); Bui Thi Thanh... knowledge at work Business performance scale BEP1 Long- term revenue growth potential BEP2 The ability to save costs in the long term of the business BEP3 Long- term profitability of the business BEP4