THÔNG TIN TÀI LIỆU
1 CHAPTER I - GENERAL INTRODUCTION TO RESEARCH all members must consider keeping their position in negotiating, keeping business and administration secrets, etc to maintain power in cooperation 1.1 Reasons for choosing the topic and research context - Previous studies on KA in SC are mainly conducted in the context 1.1.1 Reasons for choosing the topic of developed countries or in enterprises with partners in developed acquisition (KA) is very countries (for example, Zhenxin Yu et al, 2001; Benton and Maloni, important for each organization in general and for the members in 2005; Shih et al., 2012) or in the industry favoring research and the supply chain (SC) in particular According to Grant, 1996b, development (Grant 1996b, Shih et al., 2012) In those cases, new "Knowledge is considered the most important strategic resource" In technology and knowledge are the key to cooperation, sharing and order to survive and succeed, businesses must constantly expand and KA Meanwhile, even in SCs that are not in favor of research and enhance their knowledge, which depends on internal knowledge development, the demand for KA from partners in SC is also vital sources as well as the ability to integrate knowledge from outside and should be implemented regularly and continuously Grant and Charles (1995) also emphasized that knowledge can be - KA have a distinction between different types of businesses, such integrated from outside through cooperation with other parties as Grant, (1996b), Shih et al., (2012) studied businesses in the The research on KA is no longer new, there have been many studies direction of development researches or studies by Zhenxin Yu et al on this issue in Vietnam and all over the world, but there are still (2001); Benton and Maloni, (2005); Phan et al (2006), Shih et al, some shortcomings: (2012), Hong and Nguyen (2013) focused on joint-venture - KA itself is a process and ever-developing Huber (1991) argued enterprises and multinational enterprises Thereby, it can be seen that that learning and KA "change the scope of its potential behaviors characteristics of different types of enterprises can also affect and and potentially lead to better results" create differences in KA of enterprises However, previous studies - KA in SC has many characteristics, however, previous studies have have not mentioned or had any empirical studies to prove this not fully mentioned or reflected all these characteristics They are (1) - The specific business environment in Vietnam that is different SC members exercise KA as both learning organizations and from the world business environment can lead to different levels of businesses with close and cooperative relationships in a unified impact on KA factors This requires more empirical research to manner to bring products from production to consumption verify However, the existing studies on KA of enterprises are only in either In practical terms: side without research around the sharing and KA integrating both - Receiving and sharing of knowledge in learning organizations in In theory: Sharing and knowledge sides (2) When sharing and exercising KA among members of SC, general and in the enterprises in supply chain in particular in and development and is highly universal Upstream Lubricant SC: Vietnam has not truly been paid attention and has not brought about Vietnam has not yet been able to produce the main materials for the positive results In the Vietnamese market, there are many sectors production of lubricants Base oil and additives must be imported and domestic products that are successfully dominating the market, from a few providers in the world Manufacturers and auxiliary especially in the downstream of SCs These advantages may no suppliers: Depending on the quality of lubricants, manufacturer will longer exist if the competitive advantages of Vietnamese SCs are choose and test the most cost-effective mix to put into production unsustainable and unique Enhancing the mutual KA among Therefore, the competitive advantage of manufacturer is not from enterprises in the Vietnam SC in order to develop the unique and research and development, but from cost savings and lowering of hidden knowledge of its members into the knowledge of the chain production costs In fact, large lubricant manufacturers in Vietnam and at the same time strengthening the cooperation and solidarity have been positioned in the market, cooperated closely with each relationship within Vietnam SC is a solution to improve sustainable other and with providers to buy large amount of raw materials with competitiveness low wholesale prices to reduce costs, thus input not a competitive - So far in Vietnam, there seems to be no empirical studies on advantage among SCs Downstream SC lubricant: The difference of sharing and KA in SC, especially studies on KA in SCs that are not lubricants SC in Vietnam is the distribution system In each segment, in favor of research and development are very popular among the manufacturer is also the leader of the distribution system The Vietnamese enterprises In fact, studies on KA in SC has only been major lubricants on the market are trying to participate in all market found in developed countries Studies on KA of enterprises in segments, but only have advantages in some segments Domestic Vietnam mainly focus on enterprises with foreign capital An lubricant companies often focus on products of average quality in empirical study is needed to determine the similarities or differences segments of Group (1) lubricants for motorcycles, cars and Groups between the factors that affect the KA of enterprises in the specific (2) lubricants for trucks and buses The supply of lubricants in group conditions of enterprises in SC in Vietnam (3) for industrial machinery and group (4) of marine lubricants faces Stemming from the above reasons of theory and practice, the author with many technical barriers that not all domestic lubricants can has selected the theme ‘Factors affecting KA of enterprises in meet lubricant SC in Vietnam' as the research topic of the thesis This Secondly, in lubricant SC, the need to know and update general topic is both significant in theory and very meaningful in the knowledge about trade items, machinery, practices and knowledge in management practice of the managers of enterprises in Vietnam product management and distribution, etc throughout the system is 1.1.2 The research context is that Vietnam lubricant SC has met the always set Since lubricants are ancillary products associated with set criteria First of all, this is a typical SC, not directed to research each generation of equipment, machinery, means of transport, etc, the need to exchange information, update knowledge to enhance Objects of research: are the theories and practices of factors affecting strength, support relationships in the SC system is an essential KA of enterprises in lubricant SC in Vietnam requirement Research scope: Next, in addition to representativeness, typically for non-research- - Object of study: is the lubricant SC of a lubricant manufacturer in based SCs but still in need of KA, the choice of lubricant SC also Vietnam, Petrolimex lubricant SC This is the most universal SC, has some advantages, which are essential in research and survey representing all the inherent characteristics of lubricant SC in organizations The lubricant SC is a traditional SC, with diversified Vietnam The decision to "analyze the members of the SC of a single members, distinguishable materials and products as well as cash lead company to avoid the confounding effects due to the influence flow and information, determinable location and position of of companies operating in many different SCs" (Hult et al., 2004) companies participating in SC, so that each member of SC can be had been posed in the study of Qile He et al (2013) determined as the KA unit or knowledge transfer unit - Research space: Study and survey of enterprises in Petrolimex 1.2 Objectives of the study lubricant SC in the whole country - Research period: study of KA activities of enterprises in - Determine the number of factors affecting KA of enterprises as a Petrolimex lubricant SC in the period of 2013-2017 member of lubricant SC in Vietnam - Assess the impact of KA factors of enterprises as a member of 1.4 Research Methods lubricant SC in Vietnam The thesis combines the use of both quantitative and qualitative - Show the difference in KA among different enterprise groups in research methods With each research method used in the thesis, lubricant SC in Vietnam there are two steps: data collecting and data processing - Show the change in the impact level of factors affecting KA of a Collect and process secondary data to propose solutions to improve learning organization when studying in the context of an enterprise KA effectiveness of SC members in SC in Vietnam Collect and process primary data: - Based on the research results of the thesis and the synthesis of Collect and process primary data in qualitative research, group information related to difficulties and barriers that enterprises in discussion and in-depth interviews with SC members were carried lubricant SC in Vietnam face when KA is from outside, propose out Primary data obtained is the basis for completing observed some management suggestions, improving KA of enterprise in variables and Questionnaires At the same time explain the lubricant SC in Vietnam conclusions obtained from quantitative research and enrich 1.3 Object and scope of the study management solutions 7 Collection and processing of primary data in quantitative research: verification model, and Detects 06 factors affecting the KA of the are done in the following order: enterprises in SC The thesis also affirms the compatibility of the set Questionnaires design: original English questions were translated of measurement criteria affecting the KA of the appropriate learning into understanding, organization of enterprise in SC and vice versa; shows the questionnaires will be translated back into English These questions differences and consistency between a learning organization and a were revised and supplemented during the qualitative research member in SC process and continued to be revised before the officially handed out -The study has proved that the new measurement criteria are The correction of questionnaires was based on model changes and appropriate and statistically significant, which is the criterion "Pay the addition or reduction of observed variables to match the actual attention and spend time searching for information and knowledge conditions of the case study of the lubricant SC in Vietnam from partners" for the independent variable "The ability of employee Research sample design following the method was used by Hult et to learn" and the criterion "Regularly exchange information and al (2004) and Qile He et al (2013) In particular, the author used SC knowledge with partners" for the "Enterprise Culture" variable of a single lead company as a sampling frame The sample size is - The research shows that there are differences in KA among calculated according to the method proposed by J.F Hair et al enterprises: inside and outside a corporation integration, among (1998) enterprises with different types, capital scale, labor, location and Collection of data through mail survey Subjects answering time of cooperation Vietnamese To ensure uniformity in questionnaires are managers of enterprise in SC The survey was mailed and/or emailed as a survey by Petrolimex Petrochemical Corporation – the leading enterprise of Petrolimex lubricant SC Data processing Before being put into statistical processing, data will be filtered and encoded In addition to the description statistics, the data is analyzed with statistical processing software SPSS 20 1.5 New contributions of the thesis Contribution to reasoning - From a knowledge-based management perspective, an enterprise participates in SC and is both an independent learning organization and an enterprise in SC The thesis proposes a research and Contribution to practice - Identify and indicate the impact level of the factors affecting the KA of the enterprises in SC The internal forces of enterprise such as “enterprise culture”, “enterprise’s investment for training” and “Business cooperation contacts” have the strongest impact on KA Individual capacity in enterprise does not significantly affect KA In Petrolimex lubricant SC, KA of enterprise depends on the policy and the interest of the head of the enterprise - Provide management suggestions to enhance new external KA They are (1) Creating a culture of learning, acquiring new knowledge from outside (2) Policy and commitment to resources for 10 training, especially the enterprise at the center of SC (3) Enriching resources that other competitors lack allow enterprises to receive the forms of knowledge sharing in line with industry characteristics economic benefits virtually resemble monopoly (Wenerfelt, 1984) (4) Enhancing exchanges and cooperation in many fields of SC (5) Therein, knowledge is the source of resources to develop and Restricting the use of power (6) Having clear, long-term, respectful maintain a competitive advantage, hence equals an irreplaceable and equal cooperation policies for all partners (7) Promoting brand resource (Barney, 1991) The theory of resources sees knowledge as credibility, spreading culture and accumulated knowledge of the most important strategic resource (Grant, 1996), which is a source Petrolimex in all lubricant SC and a basis for developing knowledge-based management theory - Open up the next research directions, which are researches under the following conditions: (1) Differences in industry characteristics, scale, functions, etc (2) KA of members in vertical integration (3) Analysis of the impact of the factor groups affecting KA in SC (4) The effectiveness of KA in SC 2.1.1 Knowledge-based view From the knowledge-based view (KBV), Kogut & Zander (1992) argue that knowledge, including information and expertise held by individuals and expressed in codes of conduct that following which, members work together in a social community Under this perspective, SC management will be more abundant and effective CHAPTER THEORETICAL BACKGROUND, RELATED when approached under the perspective of knowledge-based RESEARCH OF management The boundaries of an organization are defined by the KNOWLEDGE IN THE SUPPLY CHAIN AND RESEARCH limit of knowledge and the ability to bind knowledge between the MODEL PROPOSAL creator and the user The organization plays a role in clarifying, OVERVIEW ON RECEPTION amplifying and integrating the knowledge created by individuals into 2.1 Theoretical basis of KA of enterprises in SC According to management theory based on resources, valuable, scarce, inimitable and irreplaceable resources (Barney, 1991) and the organization's core ability or capacity are sources of sustainable competitive advantage for enterprises This theory suggests that resources are heterogeneous and cannot move freely among enterprises Resource theory conceives the success or failure of enterprises depends on the resources owned by enterprises (Barney, 1991; Grant, 1997; Reid & ctg, 2001) At the same time, owning the general knowledge General knowledge is a means assisting individuals in communicating information with each other Knowledge can be integrated from external sources through a network of contacts beyond the enterprise border The traditional KBV school emphasizes the importance of knowledge to create a competitive advantage, thus the learning of the organization explains the knowledge creating process in an organization Learning in an organization refers to KA as part of the learning process, in which individuals acquire knowledge, and 11 12 organizations create an environment for individuals to acquire that Panayides & Venus Lun, 2009, Dang Van My, 201) Research knowledge KA is the first element in the organization's learning direction on partnership management in SC, showing that process (Huber, 1991) These variables are a prerequisite for studies partnership is a good environment to share and acquire knowledge of factors affecting an organization's KA among partners (eg Hult et al, 2004; Modi & Mabert, 2007; Pedroso 2.1.2 SC and SC administration & Nakano, 2009; Shih et al., 2012) In another aspect, the power SC is a collection of three or more entities that are directly related to factor and the interdependence between partners in SC are proved to the flow of products / services, finance and information from have an effect on KA (Caniels & Gelderman, 2007 and Qile He et suppliers of raw materials to customers and vice versa (Mentzer et al., 2013) KA in SC is also found as a consequence of studies of SC al., 2001) ) According to Christopher (2005) SC manager is to efficacy (Rauniar et al., 2008; Lawson et al, 2009; Cao and Zhang, manage multidimensional relationships between buyers and sellers 2010) Conversely, only going into analyzing some image elements in order to give customers higher values at lower costs in SC (Emerson, 1962; Caniels & Gelderman, 2007; Qile He et al., 2013) Effective management of SC shows through the increasing flow of or creating a good environment for KA in the organization (Hult et material and cash into the chain However, in order to this, the al, 2004; Modi & Mabert, 2007; Rauniar et al, 2008; Shih et al., information flow needs to be smooth and moreover, the role of the 2012), but have yet to find general studies on the factors affecting central enterprise in choosing and encouraging information sharing KA in SC among members is significant to create a common effect in SC There are also some studies examining the members of the chain With a traditional SC, product brand owners are the market leaders from the perspective of a member of the KA organization from and have an important role in sharing and KA among chain members outside, from the perspective of the organization (Spekman et al., 2.1.3 KA in SC Very few studies have taken KA in SC as the main research object, it is often mentioned in a discrete, insignificant way and serves for other purposes Studies on SC effectiveness show that chain efficiency depends greatly on the truthfulness and accuracy of information Accordingly, there has been a class of researches on information flow management in SC In particular, KA - a more "deep" and "rich" form of information, is referred to as a consequence (for example, Hult et al., 2004; Modi & Mabert, 2007; 2002; Hult et al., 2004; Mohammad et al, 2014) but still sporadic 2.2 Overview of studies on the factors affecting KA Development of Huber's theory (1991) on organizational learning, from the perspective of Knowledge-based Management, the studies of Phan et al (2006) and Lane et al (2001) mentioned the KA process following the logic of knowledge flow Factors affecting the KA of organizations and SC members found before and after that can be gathered into one of the factor groups: The ability to recognize new external knowledge; The ability to absorb new 13 14 external knowledge and the ability to apply new external knowledge (5) Entrepreneurial culture contains dynamic elements in the These are the factors: learning process of enterprises (Hatch, 1993) and promotes the (1) The relationship of the business cooperation system between acquisition of new knowledge, (Lee & Peterson, 2000) In their knowledge-provider and knowledge-receiver enterprises, according research, Lai & Lee (2007) found enterprises with strong to Phan et al (2006), when new business relationships arise, partners Entrepreneurial culture would have more knowledge activities, it have the opportunity to recognize new knowledge that needs to be promotes internalization, acquisition of values and knowledge learned, obtained from their partners Hanvanich et al (2005); (Hatch, 1993) Therefore, there is a basis to propose that Inkpen & Tsang (2005); Lane et al (2001) and more support this view Entrepreneurial culture plays an active and direct role to KA (2) ENTERPRISE's investment in training, also according to Phan et (6) Joint participation of local staff and expats in enterprise’s al (2006), when enterprise cares and invests in training, they will activities in joint venture companies in Vietnam is proved by Phan et find learning is necessary, thereby, each individual will be active in al (2006) to have a positive impact on the level of that enterprise’s searching and recognizing related new external knowledge that need KA, hence the possible positive impact on the KA of enterprises in SC to be received Studies by Nguyen & Hong (2013), Lyles & Barden (7) enterprises’ written goals and plans demonstrate the ability to (2000); Tsang et al (2004), Mohammad et al (2014); Spekman et al apply new knowledge to enterprise activities to receive knowledge (2002) and many other works bear similar results Lyles & Salk (1996) notes that department goals and plans can (3) Trust among partners, only mutual trust encourages a company to facilitate understanding of common development goals; Thereby, the positively transfer knowledge, to point out and to help KA organization can focus learning resources for employees in companies understand the knowledge provided When they begin to accordance with common goals and tasks These are internal trust each other, all parties will be willing to share their knowledge organizational factors, thus it can also affect KA in SC's enterprise without fear of being taken advantage of by their partners The factors affecting KA of enterprises in SC were found largely Conversely, when knowledge comes from reliable sources, similar to the factors affecting KA in the organization and were recipients will not take time and effort to verify the accuracy and mentioned above In addition, the elements of "Power and validity of knowledge (Phan et al., 2006; Inkpen & Currall, 2004; Interdependence" among partners, as voluntary as in SC, were also Lane et al, 2001; Spekman et al, 2002; Modi & Mabert, 2007; found to have direct impacts on KA in studies by Emerson (1962); Panayides & Venus Lun, 2009 and Truong, 2014) Caniels & Gelderman (2007) and most recently Qile He et al (4) Employee learning ability is recognized by Zahra & George (2013), According to Qile He et al (2013), weak partners have few (2002) and Phan et al (2006) The ability of the staff to learn shows (8) alternatives that will limit exposure to valuable knowledge to through what employees learn from their partners stronger partners in order to avoid exploitation and reduce the 15 16 possibility of knowledge obsolescence Meanwhile, policies of Entrepreneurial culture companies regarding the use of power and the way that power is +H5 intention to exercise power can affect the level of knowledge sharing Thus, (9) Restricting the use of power will enhance knowledge sharing among SC partners Dang's research (2014) at enterprises in Vietnam shows that power is the factor that influences the exchange and reception of information and knowledge 2.3 Designing a model to study the factors affecting KA in SC The proposed research model is presented as Figure 2.5 Power and Availability of alternatives Beecham & Cordey - Hayes (1998) argued that different levels of The ability to apply new external knowledge used have been proven to influence on the sharing of information Joint participation +H6 Formal goals and plans +H7 Availability of alternatives -H8 Restraint in the use of power +H9 Hypothesis H3 Trust between transfer partners and KA positively that the factors found in the review study also affect KA in SC: impacts KA ability Hypothesis H1 Relationship between enterprise receiving knowledge Hypothesis The ability of KA organization’s employees to learn and business cooperation with the transferor of knowledge positively positively affects KA ability affects KA's ability Hypothesis Entrepreneurial culture in KA organization positively Hypothesis H2 enterprise’s investment in training positively affects affects KA ability KA ability Hypothesis H6 The Joint participation of staff with the knowledge transfer expert in activities has a positive effect on KA ability of the Figure 2.5 - Proposed research model +H1 Relationship abilit y to absor b exter nal new The ability to recognize new knowledge outside Research hypotheses: With the above arguments, it can be assumed KA organization Hypothesis H7 Specified goals and plans have a positive impact on Investment in training Trust Employee’s ability to learn the external KA ability +H2 Hypothesis H8 The availability of alternatives for partners is negatively related to the KA ability between a company and its SC +H3 partners +H4 Hypothesis H9 Limiting the use of power in the relationship KA between a company and its SC partners has a positive effect on KA 18 ability CHAPTER RESEARCH METHOD AND RESEARCH The ability to absorb external new knowledge 17 3.1 Qualitative research The results of qualitative research contribute to asserting that the The ability to apply new external knowledge RESULTS Employee’s ability to learn +H4 Entrepreneurial culture +H5 Joint participation KA +H6 Formal goals and plans +H7 Availability of alternatives -H8 Restraint in the use of power +H9 discovering the identification characteristics of enterprise that affects KA of SC members Thus, the research model is officially completed as shown in Figure 3.1 below In the official research model, the hypotheses were stated consistent Power and Availability of alternatives proposed hypotheses are appropriate and at the same time Role, scale, collaboration time, benefit ratio, affiliate membership with the research results presented The set of measurement criteria ‘Worker's ability to learn in elements with similar characteristics, each element can find many enterprise’, which is developed by Lyles & Barden(2000) and Phan different sets of measurement criteria Qualitative research has et al (2006) with criteria, is recommended to add criterion (5) provided the author with a basis to select the measuring indicator Regularly exchange information and knowledge with partners, that best suits the research context, and propose some new because good employees not only actively work with customers and measurement criteria, which are: exchange accurate information with customers, but also understand The ability to recognize new knowledge outside With the factors affecting the organization's KA gathered from Figure - Official research model +H1 Relationship and grasp all customer information, to propose appropriate policies for them - the measurement criteria 'Entrepreneurial culture', in addition to Truong's five measurement criteria (2014) further Investment in training Trust +H2 developed from Lai & Lee (2007), showing that if an enterprise wants to create new knowledge, then 'listening, collecting +H3 information and knowledge from partners' as a basis for creating knowledge is necessary Therefore, it is necessary to add the measurement criteria (6) Spend time searching, collecting 19 20 information and knowledge from partners to more fully reflect the Questionnaires were designed in paper and electronic forms with Entrepreneurial culture factor in external KA versions in Vietnamese and English Link to the online questionnaire is: -the set of measurement criteria “Joint participation” of employees https://docs.google.com/forms/d/1SEKKRSMdinj_m8yKA- with experts of the transfer of knowledge in the activities of Lyles a_ixGaAG6TqcPV5qjUTwjWbY (1996) includes measurement criteria In practice, criteria (1) Be Data collection process Questionnaires collected from June to fully informed of expert activities and (4) equal opportunity in December 2016 were 1,378, with 1,329 valid decision making are inconsistent with the general operating Analysis and data processing The answers are screened, processed, conditions of partners in SC as well as i knowledge exchange and coded and entered into SPSS 20 acquisition descriptive statistics, data analysis process is conducted through the The results of qualitative research also find suggestions to improve following steps: KA among SC members These contents will be presented in detail Testing of the value of variables with Exploratory Factor Analysis in chapter (EFA) method With indicators 0.5 ≤ KMO ≤ 1; Bartlett test with Sig 3.2 Quantitative research software In addition to the 1, the draw factor has the best value Sample selection The author applied the sampling method proposed Evaluate the reliability of the scale with the Cronbach’s Alpha by Hult et al (2004) and applied in studies of Hallikas et al (2005) (Corrected Item – Total Correlation)> 0.3; Cronbach’s Alpha ≥ 0.7 and Qile He et al (2013, in which use the SC of the only focal Correlation analysis with the Pearson correlation coefficient The company as the sampling frame multicollinearity phenomenon should be considered when the The analysis unit is the enterprises in Petrolimex lubricant SC The Pearson correlation coefficient is> 0.3 subjects of interview are the leaders / managers or a person directly Multivariate regression analysis: by F test with sigα 0.0001 and VIF 0.5 at both groups, thus were excluded from size: 50 + * (independent variable) = 122 observation units the EFA For the second analysis, 37 measurement criteria were Summarizing the above requirements, the minimum sample size of grouped into factors, all variables have Factor Loading the study is 215 and preferably above 860 observation units coefficient> 0.5 21 22 Cronbach's Alpha reliability test: Measurements and scales were - There is a difference in KA among subjects answering questions; reliable, Cronbach's Alpha coefficient> 0.7 The TGC and VBH between the enterprise that is a PLX member and members of the factors are measured by two items, and unqualified for reliability SC; between enterprises with different capital scale; between testing, (Nguyen Dinh Tho, 2011) Therefore it is assumed that the enterprises with different positions in SC; between ENTERPRISE conditions are satisfied and the following tests are carried out have different cooperation time in SC; between different types of Testing hypotheses Correlation testing of variables, sigα values are ENTERPRISE in SC all 0.0001 and VIF from 1,583 to 2,999 0.05, thus are eliminated; The remaining factors are accepted and the level of Discussing research results: Through the results obtained from impact on KA is shown in Table 3.22 screening of measurement factors of the original proposed factors, ANOVA test: after analysis of variance (ANOVA) and Post Hoc through logical arguments as well as those collected from expert test, it can be concluded with 95% reliability that: interviews, there were 40 measuring criteria measuring put into Table 3.22 Factors affecting KA (2) Model Unstandardized Standardized Coefficients Coefficients B Std Er t Sig Beta testing, there are new measurement criteria, which are the research Collinearity results of the thesis Through quantitative analysis techniques, the Statistics remaining 33 measurement criteria were accepted, of which two are Tolerance VIF the proposed new metrics, gathered into the six influential factors (Constant) 0,264 0,093 2,841 0,005 VHDN 0,422 0,027 0,384 15,437 0,000 0,439 2,280 'KA' The factors obtained from the test results of chapter are KNHH -0,060 0,029 -0,058 -2,040 0,042 0,333 2,999 rearranged into the research model as shown in Figure 4.1 LCTT -0,169 0,020 -0,175 -8,429 0,000 0,632 1,583 DTDT 0,266 0,017 0,349 15,676 0,000 0,548 1,826 LHDT 0,233 0,022 0,248 10,483 0,000 0,484 2,066 HCQL 0,209 0,027 0,166 0,591 1,691 7,745 0,000 R2 0,641 Durbin- Watson 1,957 and they explains 64.1% variation of the dependent variable KA- The ability to recognize new knowledge outside Relationship Investment in training +0,166 +0,248 TNTT 23 The ability to absorb external new knowledge Power and Availability of alternatives 24 Employee’s ability to learn -0,058 Entrepreneurial culture +0,384 Availability of alternatives -0,175 Restraint in the use of power +0,349 opportunity to be assimilated into the knowledge of that enterprise When applied regularly, this spirit will gradually spread into an outward culture to acquire external knowledge into the enterprise Role, scale, collaboration time, benefit ratio, affiliate membership Figure 4.1: Model of factors affecting KA of enterprises in lubricants in Vietnam VBH factor - 'Formal goals and plans' and TGC 'Joint participation' have been proven to have a positive impact on KA-'KA' in studies of KA in joint venture enterprises in transitioning economies However, in this study, they are not reliable enough to confirm the impact on KA among enterprises in lubricant SC LTDT factor - 'Trust' is not separated into an independent element, but the measurement criteria are combined into other factors, which are ‘employee’s ability to learn' and VHDN-'Entrepreneurial culture' (3) There is a policy and a commitment to resources for training, especially the enterprise at the center of SC It is the training on cultural integration, transferred technology training from partners, training of management skills (4) Enriching knowledge sharing forms in line with industry characteristics (5) Strengthening exchanges and cooperation in many fields in SC (6) Limit the use of power (7) Having a clear, long-term, respectful and equal cooperation policy with all partners (8) Promoting brand credibility and spreading the culture and accumulated knowledge of Petrolimex in the whole lubricant SC Thesis limitation and future research directions Thesis limitation: For further research, the following studies need to overcome the following points: (1) About the research sample: Qualitative research on representative enterprise, in which only retailer is too few compared to the retailer number in SC, so it may not be possible to Some recommendations to improve KA detect all the factors and appropriate management solutions The (1) Enhancing the ability of staff to learn With the background of quantitative research sample is a universal SC, but this SC has many basic knowledge, in the context of regular contact with trusted members in the same group, thus the difference can only be partners, knowledge and information will be easily exchanged, each discerned through quantitative analysis Their specific characteristics employee will be a unit to receive and filter the new knowledge that are yet to be identified (2) Methods of data collection: KA among is valuable to apply in the enterprise (2) Creating a culture of enterprises in SC takes place in each individual in enterprise, the learning, acquiring external new knowledge When an enterprise has way of seeing the learning in the organization for each subject is policies and real actions to encourage employees to come up with different The only in-depth interview of the subject is the senior and implement new ideas, the new external knowledge has the manager, the enterprise owner, which can lead to a biased view 25 26 Data collection is done simultaneously through paper and online SC and the role of the manufacturer, leading in SC, with the task of questionnaire, which can be repeated without checking (3) In data supporting other enterprises to be in best conditions, in order to processing: there are non-performing variables that are improve SC's overall efficiency hypothesized to test because they are only measured by and measurement criteria The author did not go into in depth analyzation following the identifying characteristics of enterprise regardless of the fact that the sample size was sufficient for some analyzation In addition, the research methods used are not enough to make conclusions about the impact of each group of factors on KA (4) Regarding the scope and content of the study: The research objective is to improve the efficiency of enterprises and SC, however, this study presume the results from previous studies on the relationship between KA and efficiency, despite no experimental studies found in the similar conditions This is a defect and also the direction for further studies Proposing future research directions (1) Researching and analyzing the differences in identity characteristics of enterprise of members when participating in SC to find out the difference in KA in each target group (2) In-depth research into KA of members in vertical integration, group’s vertical integration, with the aim of finding out the differences, new factors affecting KA in one link in the corporation (3) Direction of analytical research on the impact of groups of factors affecting KA in SC This research direction supports the theory in the viewpoint of applying research model on KA that has been confirmed in term of learning organization under SC conditions (4) Direction of research on the effectiveness of KA in SC This research direction supports the argument of the need to apply KA enhancement of enterprises in PUBLISHED WORK: Tran Diem Hong (2017), ‘An analysis of factors influencing knowledge acquisition of downstream companies of Petrolimex lubricants supply chain’, International conference commitees – Business & management: Framing compliance and dynamics, National Economics University Press, 229-240 Trần Diễm Hồng (2017), ‘Các yếu tố ảnh hưởng đến TNTT CCU dầu nhờn Petrolimex- tác động liên kết tập đồn’, Tạp chí Kinh tế Dự báo, số 24 tháng 8/2017 (664) Nguyễn Viết Lâm, Trần Diễm Hồng (2017), ‘Các yếu tố ảnh hưởng đến TNTT – nghiên cứu CCU dầu nhờn Petrolimex’, Tạp chí Kinh tế Phát triển, 237(II), 92-101 Trần Diễm Hồng (2017), ‘Mơ hình nghiên cứu yếu tố ảnh hưởng đến TNTT CCU’, Kỷ yếu hội thảo khoa học quốc gia Marketing Việt Nam từ lý thuyết đến thực tiễn, Nhà xuất Lao động – Xã hội, 209-218 Trần Diễm Hồng, Nguyễn Viết Lâm (2013), ‘Chiến lược marketing xâm nhập thị trường dầu nhờn Việt Nam’, Tạp chí kinh tế Dự báo, 540, 49-52 Nguyễn Viết Lâm, Trần Diễm Hồng (2012), ‘Thiết kế kênh phân phối dầu nhờn động xe máy Việt Nam- Tiếp cận từ kết nghiên cứu bước đầu thị trường khách hàng’, Tạp chí Kinh tế Phát triển, 179, 52-57 ... (2017), Các yếu tố ảnh hưởng đến TNTT – nghiên cứu CCU dầu nhờn Petrolimex’, Tạp chí Kinh tế Phát tri n, 237(II), 92-101 Trần Diễm Hồng (2017), ‘Mô hình nghiên cứu yếu tố ảnh hưởng đến TNTT CCU’,... & management: Framing compliance and dynamics, National Economics University Press, 229-240 Trần Diễm Hồng (2017), Các yếu tố ảnh hưởng đến TNTT CCU dầu nhờn Petrolimex- tác động liên kết tập... xâm nhập thị trường dầu nhờn Việt Nam , Tạp chí kinh tế Dự báo, 540, 49-52 Nguyễn Viết Lâm, Trần Diễm Hồng (2012), ‘Thiết kế kênh phân phối dầu nhờn động xe máy Việt Nam- Tiếp cận từ kết nghiên
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