Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch

Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.Lãnh đạo, học tập tổ chức và hiệu suất cao – bằng chứng thực nghiệm tại các doanh nghiệp du lịch.

VIET NAM NATIONAL UNIVERSITY HO CHI MINH CITY INTERNATIONAL UNIVERSITY FOSTERING HIGH PERFORMANCE THROUGH LEADERSHIP AND ORGANIZATIONAL LEARNING: AN EMPIRICAL STUDY OF TOURISM SECTOR DO THANH TUNG PBAIU18004 A Dissertation submitted in fulfillment of the requirements for the degree of Doctor of Philosophy in Business Administration Ho Chi Minh City – June, 2023 VIET NAM NATIONAL UNIVERSITY HO CHI MINH CITY INTERNATIONAL UNIVERSITY FOSTERING HIGH PERFORMANCE THROUGH LEADERSHIP AND ORGANIZATIONAL LEARNING: AN EMPIRICAL STUDY OF TOURISM SECTOR Doctor of Philosophy in Business Administration DO THANH TUNG PBAIU18004 SUPERVISOR: Assoc Prof Mai Ngoc Khuong (PhD.) Ho Chi Minh City – June, 2023 COPYRIGHT STATEMENT This copy of the dissertation has been supplied on condition that anyone who consults it is understood to recognize that its copyright rests with its author and that no quotation from the dissertation and no information derived from it may be published without the author’s prior consent i ACKNOWLEDGEMENTS First and foremost, I would like to express my sincere appreciation to my advisor Assoc Prof Mai Ngoc Khuong for his continuous support and guidance from the preparation to the completion of this dissertation His vision, knowledge and enthusiasm are my truly inspiration and motivation I am extremely grateful that he always provides me with insightful advice and encouragement whenever I need I would like to thank professors and lecturers at School of Business – HCMIU for providing me with valuable knowledge on research and publication I would like to thank Assoc Prof Nguyen Nhu Ty, Mr Son and Ms Thanh for guidance and support with registration and procedure during my PhD Last but not least, it is my luckiness to have unconditional and endless love from my family I would like to thank my mother for taking care of my every day and a being shoulder for me to cry on during my depressed time A big thank to my younger brother for helping me install statistical software and deal with IT problems I also thank my beloved Dad Although he passed away years ago, I truly believe that he still casts an eye over what I am doing and wishes me all the best ii PREFACE Chapter and of this dissertation have been published as (1) Mai, N.K., Do, T.T and Thai, H.Q (2022), “Review of Empirical Research on Leadership and Firm Performance”, SAGE OPEN, Vol 12 No 3; (2) Do, T.T and Mai, N.K (2021), “Organizational learning and firm performance: a systematic review”, International Journal of Productivity and Performance Management, Vol 71 No 4, pp 1230-1253; (3) Do, T.T and Mai, N.K (2020), “Review of empirical research on leadership and organizational learning”, Journal of Knowledge Management, Vol 24 No 5, pp 1201-1220; (4) Do, T.T and Mai, N.K (2020), “High-performance organization: a literature review”, Journal of Strategy and Management, Vol 13 No 2, pp 297-309; (5) Do, T.T and Mai, N.K (2020), “A systematic review on high performance organization”, Management Research Review, Vol 44 No 1, pp 181-208; and (6) Do, T.T and Mai, N.K (2020), “The evolution of leadership theories: A literature review“, in Xuan-Vinh, V and Dong-Phong, N (Ed.), Book Series: Vietnam and the Global Economy, World Scientific Publishing, Singapore Chapter 3, 4, and of this dissertation have been published as (1) Mai, N.K., Do, T.T and Ho, N.D.T (2022), “The impact of leadership competences, organizational learning and organizational innovation on business performance”, Business Process Management Journal, Vol ahead-of-print No ahead-of-print; (2) Mai, N.K., Do, T.T and Phan, N.A (2022), “The impact of leadership traits and organizational learning on business innovation”, Journal of Innovation & Knowledge, Vol No 3; (3) Mai, N.K., Do, T.T and Tri, D.L (2022), “Fostering organizational high performance through leadership and organizational learning: evidence from tourism firms in Vietnam”, Journal for International Business and Entrepreneurship Development, Vol ahead-of-print No ahead-of-print; and (4) Mai, N.K and Do, T.T (2023), “The role of leadership and organizational learning in fostering high performance of tourism firms in Vietnam”, Cogent Business & Management, 10: 21464139; and (5) Mai, N.K., Do, T.T and Ho, N.D.T (2023), “Leadership competencies, organizational learning, and organizational performance of tourism iii firms: evidence from a developing country”, Tourism and Hospitality Management, Vol ahead-of-print No ahead-of-print (SCOPUS Q3) I was responsible for the literature review, data collection and analysis, as well as the manuscript composition Dr Nguyen Xuan Nhi and lecturers at Nguyen Tat Thanh University, Mr Trung, Ms Hang and two MBA students at HCMIU assisted with the data collection at Ho Chi Minh City, Nha Trang and Can Tho My advisor contributed to concept formation, data analysis, and manuscript edits iv PUBLICATIONS, CONFERENCE PRESENTATIONS AND AWARDS OF THE CANDIDATE RELATED TO THIS DISSERTATION Publications Mai, N.K and Do, T.T (2023), “The role of leadership and organizational learning in fostering high performance of tourism firms in Vietnam”, Cogent Business & Management, 10: 21464139 (ESCI, SCOPUS Q2) Mai, N.K., Do, T.T and Ho, N.D.T (2023), “Leadership competencies, organizational learning, and organizational performance of tourism firms: evidence from a developing country”, Tourism and Hospitality Management, Vol ahead-of-print No ahead-of-print (SCOPUS Q3) Mai, N.K., Do, T.T and Tri, D.L (2023), “Fostering organizational high performance through leadership and organizational learning: evidence from tourism firms in Vietnam”, Journal for International Business and Entrepreneurship Development, Vol ahead-of-print No ahead-of-print (ESCI, SCOPUS Q3) Mai, N.K., Do, T.T and Ho, N.D.T (2022), “The impact of leadership competences, organizational learning and organizational innovation on business performance”, Business Process Management Journal, Vol ahead-of-print No ahead-of-print (SSCI, SCOPUS Q1) Mai, N.K., Do, T.T and Phan, N.A (2022), “The impact of leadership traits and organizational learning on business innovation”, Journal of Innovation & Knowledge, Vol No (SSCI, SCOPUS Q1) Mai, N.K., Do, T.T and Thai, H.Q (2022), “Review of Empirical Research on Leadership and Firm Performance”, SAGE OPEN, Vol 12 No (SSCI, SCOPUS Q2) Do, T.T and Mai, N.K (2021), “Organizational learning and firm performance: a systematic review”, International Journal of Productivity and Performance Management, Vol 71 No 4, pp 1230-1253 (ESCI, SCOPUS Q2) v Do, T.T and Mai, N.K (2020), “Review of empirical research on leadership and organizational learning”, Journal of Knowledge Management, Vol 24 No 5, pp 1201-1220 (SSCI, SCOPUS Q1) Do, T.T and Mai, N.K (2020), “High-performance organization: a literature review”, Journal of Strategy and Management, Vol 13 No 2, pp 297-309 (ESCI, SCOPUS Q2) Do, T.T and Mai, N.K (2020), “A systematic review on high performance organization”, Management Research Review, Vol 44 No 1, pp 181-208 (ESCI, SCOPUS Q2) Do, T.T and Mai, N.K (2020), “The evolution of leadership theories: A literature review“, in Xuan-Vinh, V and Dong-Phong, N (Ed.), Book Series: Vietnam and the Global Economy, World Scientific Publishing, Singapore (Book Chapter, International Publisher) Conference Papers Mai, N.K.; Dang, L.N.H and Do, T.T (2022), “The effects of leaders’ need for achievement on organizational learning, organizational innovation and business performance”, In Proceeding of the 5th International Conference on Economics, Business and Tourism (ISBN: 978-604-73-9144-8) in International University – VNU-HCM, Ho Chi Minh City, Vietnam, 2022, VNU Publisher, Vietnam Mai, N.K.; Dang, T.T.L and Do, T.T (2022), “Leadership personality and management quality: the mediating role of knowledge acquisition”, In Proceeding of the 5th International Conference on Economics, Business and Tourism (ISBN: 978-604-73-9144-8) in International University – VNUHCM, Ho Chi Minh City, Vietnam, 2022, VNU Publisher, Vietnam Mai, N.K., Dang, D.A and Do, T.T (2022), “How leaders’ core self-evaluation affects organizational learning, innovation and high performance”, In Proceeding of the 5th International Conference on Economics, Business and vi Tourism (ISBN: 978-604-73-9144-8) in International University – VNUHCM, Ho Chi Minh City, Vietnam, 2022, VNU Publisher, Vietnam Do, T.T and Mai, N.K (2019), “Leadership research in tourism: A systematic review”, In Proceeding of the 1st International Conference on Economics, Business and Tourism (ISBN: 978-604-73-7056-6) in International University – VNU-HCM, Ho Chi Minh City, Vietnam, 2019, VNU Publisher, Vietnam, pp 25-60 Awards The research in this dissertation was awarded with the third prize of “Excellent Student Research Award” granted by VNU-HCM in 2020 under Decision No 1683/QĐ-ĐHQG vii TABLE OF CONTENTS COPYRIGHT STATEMENT i ACKNOWLEDGEMENTS ii PREFACE iii PUBLICATIONS, CONFERENCE PRESENTATIONS AND AWARDS OF THE CANDIDATE RELATED TO THIS DISSERTATION v TABLE OF CONTENTS viii LIST OF ABBREVIATIONS xii LIST OF TABLES xiii LIST OF FIGURES xiv LIST OF APPENDICES xv ABSTRACT xvi CHAPTER 1: INTRODUCTION .1 1.1 Research Background 1.2 Rationales for the Research 1.3 Research Objectives .9 1.4 Research Questions 10 1.5 Contribution of the Research 10 1.5.1 Academic contribution .10 1.5.2 Practical contribution 11 1.6 Research Methodology 12 1.7 Scope of the Research 13 1.8 Structure of the Dissertation 15 CHAPTER 2: LITERATURE REVIEW 17 2.1 Theoretical Foundation .17 2.1.1 Resource-Based View Theory 17 2.1.2 Knowledge-Based View Theory 19 2.1.3 Ability-Motivation-Opportunity Theory 20 2.2 Leadership 22 2.2.1 Defining Leadership 22 2.2.2 Prevailing Approaches to Leadership .22 2.2.2.1 Traits Approach to Leadership 22 2.2.2.2 Skills and Competencies Approach to Leadership 25 2.2.2.3 Behavioral Approach to Leadership 27 viii Confidence Intervals Original Sample (O) Sample Mean (M) Administrative Leadership -> Organizational Learning -> High Organizational Performance 0.034 0.035 0.005 0.083 Cognitive Competence -> Organizational Learning -> High Organizational Performance 0.064 0.063 0.020 0.121 -0.003 -0.004 -0.035 0.025 Generative Leadership -> Organizational Learning -> High Organizational Performance 0.044 0.041 0.011 0.079 Interpersonal Competence -> Organizational Learning -> High Organizational Performance 0.022 0.021 -0.001 0.057 Narcissism -> Organizational Learning -> High Organizational Performance 0.006 0.007 -0.016 0.031 Need for achievement -> Organizational Learning -> High Organizational Performance 0.041 0.040 0.012 0.081 Results-Orientation Competence -> Organizational Learning -> High Organizational Performance 0.021 0.021 -0.013 0.063 Risk propensity -> Organizational Learning -> High Organizational Performance 0.019 0.018 0.000 0.042 Core Self-Evaluation -> Organizational Learning -> High Organizational Performance 222 2.5% 97.5% Confidence Intervals Bias Corrected Original Sample (O) Sample Mean (M) Bias 2.5% 97.5% Administrative Leadership -> Organizational Learning -> High Organizational Performance 0.034 0.035 0.001 0.007 0.088 Cognitive Competence -> Organizational Learning -> High Organizational Performance 0.064 0.063 0.000 0.021 0.126 Core Self-Evaluation -> Organizational Learning -> High Organizational Performance -0.003 -0.004 -0.001 -0.033 0.028 Generative Leadership -> Organizational Learning -> High Organizational Performance 0.044 0.041 -0.003 0.017 0.091 Interpersonal Competence -> Organizational Learning -> High Organizational Performance 0.022 0.021 -0.001 0.002 0.065 Narcissism -> Organizational Learning -> High Organizational Performance 0.006 0.007 0.000 -0.016 0.030 Need for achievement -> Organizational Learning -> High Organizational Performance 0.041 0.040 -0.001 0.014 0.086 Results-Orientation Competence -> Organizational Learning -> High Organizational Performance 0.021 0.021 0.000 -0.010 0.068 Risk propensity -> Organizational Learning -> High Organizational Performance 0.019 0.018 -0.001 0.003 0.050 223 Total Effects Mean, STDEV, T-Values, P-Values Original Sample (O) Sample Mean (M) Standard Deviation (STDEV) T Statistics (|O/STDEV|) P Values Administrative Leadership -> High Organizational Performance 0.109 0.111 0.055 1.992 0.047 Administrative Leadership -> Organizational Learning 0.128 0.128 0.050 2.576 0.010 Cognitive Competence -> High Organizational Performance 0.036 0.038 0.066 0.549 0.583 Cognitive Competence -> Organizational Learning 0.239 0.240 0.061 3.891 0.000 Core Self-Evaluation -> High Organizational Performance 0.242 0.238 0.054 4.493 0.000 Core Self-Evaluation -> Organizational Learning -0.012 -0.013 0.053 0.222 0.825 Generative Leadership -> High Organizational Performance -0.069 -0.068 0.048 1.416 0.157 Generative Leadership -> Organizational Learning 0.164 0.161 0.056 2.913 0.004 Interpersonal Competence -> High Organizational Performance 0.065 0.066 0.050 1.307 0.192 Interpersonal Competence -> Organizational Learning 0.082 0.082 0.048 1.724 0.085 Narcissism -> High Organizational Performance 0.106 0.109 0.051 2.076 0.038 Narcissism -> Organizational Learning 0.023 0.025 0.039 0.588 0.557 Need for achievement -> High Organizational Performance 0.030 0.029 0.062 0.474 0.635 Need for achievement -> Organizational Learning 0.153 0.153 0.047 3.248 0.001 Organizational Learning -> High Organizational Performance 0.267 0.262 0.084 3.164 0.002 Results-Orientation Competence -> High Organizational Performance 0.273 0.272 0.072 3.769 0.000 Results-Orientation Competence -> Organizational Learning 0.080 0.082 0.067 1.195 0.232 Risk propensity -> High Organizational Performance 0.038 0.038 0.047 0.794 0.427 Risk propensity -> Organizational Learning 0.072 0.071 0.037 1.959 0.050 224 Confidence Intervals Original Sample (O) Sample Mean (M) Administrative Leadership -> High Organizational Performance 0.109 0.111 0.012 0.228 Administrative Leadership -> Organizational Learning 0.128 0.128 0.027 0.220 Cognitive Competence -> High Organizational Performance 0.036 0.038 -0.092 0.163 Cognitive Competence -> Organizational Learning 0.239 0.240 0.124 0.366 Core Self-Evaluation -> High Organizational Performance 0.242 0.238 0.132 0.337 Core Self-Evaluation -> Organizational Learning -0.012 -0.013 -0.116 0.098 Generative Leadership -> High Organizational Performance -0.069 -0.068 -0.162 0.024 Generative Leadership -> Organizational Learning 0.164 0.161 0.052 0.270 Interpersonal Competence -> High Organizational Performance 0.065 0.066 -0.028 0.168 Interpersonal Competence -> Organizational Learning 0.082 0.082 -0.003 0.177 Narcissism -> High Organizational Performance 0.106 0.109 0.017 0.209 Narcissism -> Organizational Learning 0.023 0.025 -0.056 0.103 Need for achievement -> High Organizational Performance 0.030 0.029 -0.096 0.147 Need for achievement -> Organizational Learning 0.153 0.153 0.064 0.245 Organizational Learning -> High Organizational Performance 0.267 0.262 0.105 0.423 Results-Orientation Competence -> High Organizational Performance 0.273 0.272 0.130 0.418 Results-Orientation Competence -> Organizational Learning 0.080 0.082 -0.044 0.212 Risk propensity -> High Organizational Performance 0.038 0.038 -0.054 0.125 Risk propensity -> Organizational Learning 0.072 0.071 0.002 0.143 225 2.5% 97.5% Confidence Intervals Bias Corrected Original Sample (O) Sample Mean (M) Administrative Leadership -> High Organizational Performance 0.109 0.111 0.002 0.006 0.219 Administrative Leadership -> Organizational Learning 0.128 0.128 0.000 0.025 0.218 Cognitive Competence -> High Organizational Performance 0.036 0.038 0.002 -0.101 0.150 Cognitive Competence -> Organizational Learning 0.239 0.240 0.002 0.124 0.363 Core Self-Evaluation -> High Organizational Performance 0.242 0.238 -0.003 0.133 0.341 Core Self-Evaluation -> Organizational Learning -0.012 -0.013 -0.001 -0.105 0.106 Generative Leadership -> High Organizational Performance -0.069 -0.068 0.000 -0.163 0.024 Generative Leadership -> Organizational Learning 0.164 0.161 -0.003 0.055 0.275 Interpersonal Competence -> High Organizational Performance 0.065 0.066 0.001 -0.025 0.169 Interpersonal Competence -> Organizational Learning 0.082 0.082 0.000 -0.001 0.179 Narcissism -> High Organizational Performance 0.106 0.109 0.003 0.011 0.206 Narcissism -> Organizational Learning 0.023 0.025 0.002 -0.059 0.097 Need for achievement -> High Organizational Performance 0.030 0.029 0.000 -0.102 0.142 Need for achievement -> Organizational Learning 0.153 0.153 0.001 0.065 0.245 Organizational Learning -> High Organizational Performance 0.267 0.262 -0.005 0.107 0.432 Results-Orientation Competence -> High Organizational Performance 0.273 0.272 -0.001 0.130 0.416 Results-Orientation Competence -> Organizational Learning 0.080 0.082 0.002 -0.050 0.208 Risk propensity -> High Organizational Performance 0.038 0.038 0.000 -0.057 0.122 Risk propensity -> Organizational Learning 0.072 0.071 0.000 0.002 0.143 226 Bias 2.5% 97.5% Outer Loadings Mean, STDEV, T-Values, P-Values Original Sample (O) Sample Mean (M) ALM2