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VIETNAM ACADEMY OF SOCIAL SCIENCES GRADUATE ACADEMY OF SOCIAL SCIENCES VO THI THU DIEU ORGANIZATIONAL CULTURE AT COMMERCIAL BANKS IN QUANG NGAI PROVINCE Major: Business Administration Major Code: 9.34.01.01 DOCTORAL DISSERTATION SUMMARY OF BUSSINESS ADMINISTRATION HA NOI - 2020 The work was completed at GRADUATE ACADEMY OF SOCIAL SCIENCES Supervisors: Assoc Prof Dr Nguyen An Ha Dr Le Xuan Lam Reviewer 1: Assoc Prof Dr Le Trung Thanh Reviewer 2: Assoc Prof Dr Le Thai Phong Reviewer 3: Assoc Prof Dr Tran Minh Tuan The dissertation will be defended before the thesis review council of the Academy at the Graduate Academy of Social Sciences at day month hour year The thesis can be found at: - National Library of Vietnam - Library of Graduate Academy of Social Sciences minute, INTRODUCTION The importance of the topic International economic integration is not only an opportunity to expand the business market but also creates significant challenges for the financial business sector in the world in general and commercial banks in Vietnam in particular The competition trend between banks is changing greatly While private commercial banks have created more competitive image and position and improved their competitiveness, state-owned commercial banks also showed determination to keep firm market share In addition, foreign banks in Vietnam, with long-term experience in developing banking services, are also gaining market dominance and putting a great pressure on domestic banks Thus, basically all banks have been striving to improve their competitiveness by innovating in technology, services, human resources and financial scale With the difference in product portfolio, business processes or business characteristics of commercial banks, it is usually not large but lies in the characteristics of service style, communication etiquette, creative culture or external factors such as logos, slogans, uniforms and regulations These factors create a unique culture for each bank, which is the brand identity, attracting and creating trust in customers As a specific and sensitive business sector for the entire economic life, in addition to the trend of investing in technology and expanding distribution networks, the focus on developing organizational culture plays an important role helping banks ensure sustainable growth in the context of fierce competition Up to now, most of Vietnamese commercial banks have gradually built themselves solid brands on the basis of organizational culture However, the establishment of corporate culture at Vietnamese commercial banks is not yet consistent in the system, the agreed cultural values are still not completely and completely reflected in the local branch As an "intangible asset" that creates competitiveness, organizational culture in commercial banking operations needs to continue to play a key role in the development strategy through recruitment, training, marketing, management and administration activities On the other hand, many commercial banks in Vietnam have been restructuring, merging, and merging with other banks under the Prime Minister's Decision No 254 / QD-TTg on approving the project “Restructuring of credit institutions in the period of 2011-2015” The financial scale is bigger and the number of employees is increasing rapidly, the bank faces the risk of organizational culture conflict and the complexity of staff relationships The banking and finance sector has always experienced a quite harsh labor migration cycle, from domestic commercial banks to Vietnamese state-owned commercial banks and to regional regional commercial banks Therefore, commercial banks also have to face with human resource management problem as Vietnam integrates deeply into the international economy Quang Ngai is a province located in the Central Coast region, with socio-economic situation in recent years, which has achieved many positive achievements, including the increase in total investment capital, the business investment environment improved significantly With the increasing demand for capital, the system of credit institutions, mainly the system of commercial banks in Quang Ngai province, grows busily, and competition becomes more intense as a series of commercial bank branches Establishment and operation in the provincial market Although as of 2019, there has not been the appearance of foreign-owned commercial banks in Quang Ngai province, but the system of commercial banks already exists a difference in corporate culture as well as the transition human resources and market share between state and private sector commercial banks in Vietnam To be able to contribute to the sustainable development of the whole banking system based on improving the internal competitiveness of banks, commercial banks in Quang Ngai province now need to assess the current situation of organizational culture, analysis of factors affecting organizational culture, based on which there will be appropriate directions in the administration, in order to make positive moves to retain high-quality human resources and developing business activities and especially increase the bank's competitiveness Although there have been many research works, scientific papers on many different research directions on organizational culture at commercial banks, the author realized that there have been no studies on corporate culture in the commercial banks at different groups of commercial banks in terms of ownership, especially there have been no studies related to the organizational culture of commercial banks in Quang Ngai province From the above reasons, the study "Organizational culture at commercial banks in Quang Ngai province" is a matter of both theoretical and practical significance as a PhD thesis in economics, business administration Major, code 34 01 01 Research objectives and reseach question of the thesis 2.1 Reseach objectives Researching theoretical and practical issues about organizational culture of commercial banks, analyzing the current state of business culture at commercial banks in Quang Ngai province in the past time, thereby proposing solutions to develop business culture for commercial banks in Quang Ngai aims to contribute to increasing sustainable competitiveness for banks in the process of international integration 2.2 Research question (i) How does organizational culture at commercial banks in Quang Ngai province manifest? (ii) Determine what type of organizational culture is present and what are the expectations of commercial banks in Quang Ngai province? What is the difference in type of organizational culture between the two groups of state-owned and private commercial banks? (iii) What factors affect the organizational culture of commercial banks in Quang Ngai province? (iv) what is Solutions and implications for commercial banks in developing organizational culture? 3 Research subjects and research scope of the thesis 3.1 Research subjects The study examines theoretical and practical issues of organizational culture at commercial banks in Quang Ngai province 3.2 Research scope - Scope of the research: Researching the theoretical basis of organizational culture at commercial banks, studying the situation of organizational culture in commercial banks operating in Quang Ngai province, identifying affecting factors and proposing a system of solutions to develop organizational culture for commercial banks in Quang Ngai province - The research object: commercial banks in Quang Ngai province, including two groups of state and private commercial banks - Scope of research space: Study organizational culture at commercial bank branches in Quang Ngai province - Scope of study time: Research the situation from 2011 to 2018 and implications and solutions for the period 2020-2025 and vision to 2030 Research methodology of the thesis The approach and research method of the thesis is summarized in the image below: Chapter Chapter RESEARCH METHODS MAIN RESEARCH CONTENT RESULTS TO BE REQUIRED - Collect - Analysis - Synthetic Overview of organizational culture at commercial banks Identify research gaps in organizational culture at commercial banks - Analysis - Synthetic - Concept, expression, types of organizational culture at commercial banks - Factors affecting organizational culture at commercial banks - Basic theoretical basis of organizational culture at commercial banks - Provide a research model for the influencing factors Chapter Chapter - Analysis - Compare Descriptive statistics Expression of organizational culture at commercial banks in Quang Ngai province Type of organizational culture at commercial banks in Quang Ngai province Measuring the influence of factors on organizational culture at commercial banks in Quang Ngai province Current situation of organizational culture at commercial banks in Quang Ngai - Forecast - Analysis - Synthetic - Selective Orientation of organizational culture development at commercial banks - Proposing solutions to develop organizational culture at commercial banks Provide perspective and solutions to develop organizational culture at commercial banks New contribution to the science of the thesis Firstly, the thesis has proposed an analytical framework of organizational culture at commercial banks, contributing to enriching and clarifying the concept of organizational culture at commercial banks At the same time, the thesis identifies the main manifestations of organizational culture at commercial banks, including two groups: the group of tangible cultural expression and the group of intangible cultural expression Secondly, the thesis's research results show that there are differences in organizational culture between two groups of state-owned commercial banks and private commercial banks For the state-owned commercial banks group, the type of organizational culture tends to study the attributes of market culture and hierarchical culture, while the type of organizational culture of joint-stock commercial banks tends to balance between four properties Thirdly, the thesis has proposed a model to study the factors affecting organizational culture at commercial banks including the scales: Bank leaders, Bank staff, Job Features, Customers, Market Competition, Integration process Fourth, the research results of the thesis have identified the factors that affect the organizational culture at commercial banks Factors affecting the organizational culture at commercial banks include Staff (Leader and Staff), Job Features, Market Competition, Customers and Integration process However, these factors have different influences and levels of influence on different ownership groups of banks Fifth, comparing the results of quantitative research on the factors affecting the development of organizational culture in two groups of state and private commercial banks in Quang Ngai province, showing the difference in the composition of the influencing factors and Influence level of factors Sixthly, the dissertation gave the views and proposed solutions based on scientific and applicability to increase the expression and development of organizational culture at commercial banks in Quang Ngai province and can extend the application to other banks in general Theoretical and practical meanings of the thesis Theoretically, the thesis systemizes and unifies the concepts of organizational culture at commercial banks, provides a scientific basis in the study of organizational culture, summarizes the related concepts and presenting the concept of organizational culture at commercial banks, identifying the main expression groups of organizational culture at commercial banks and building a model to study the factors affecting organizational culture of commercial bank in Quang Ngai province Therefore, the thesis's research results will contribute to enriching and diversifying the theoretical system of organizational culture, especially in the field of commercial banks At the same time, the thesis has formed a complete analytical framework of organizational culture at commercial banks to be able to deploy other research in the future Practically, the thesis analyzes the situation of the expression and type of organizational culture in commercial banks in Quang Ngai and the influencing factors, based on which proposed groups of solutions are possible Application for private and state-owned commercial bank branch groups in Quang Ngai province These solutions can be used as a scientific basis for the strategy of changing or developing organizational culture at Vietnamese commercial banks, contributing to creating sustainable competitiveness for banks in the past international integration process Research structure In addition to the Introduction, Conclusion, References and Appendix, the thesis is divided into chapters: Chapter 1: Overview of research on the organizational culture at commercial banks Chapter 2: Theoretical for organizational culture at commercial banks Chapter 3: Actual situation of organizational culture at commercial banks in Quang Ngai province Chapter 4: Some solutions to develop organizational culture at commercial banks in Quang Ngai province Chapter OVERVIEW OF THE RESEARCH ON THE ORGANIZATIONAL CULTURE AT COMMERCIAL BANKS 1.1 Overview of abroad researches on the organizational culture at commercial banks 1.1.1 The study of organizational culture at commercial banks Up to now, organizational culture in general and culture in commercial banks in particular not have a fixed and widely accepted concept Instead, there exist many meanings and implications of organizational culture in organizational behavior, economics and financial theories By examining various documents and research works in the world, the author realized that there are approaches to organizational culture in commercial banks mainly including: aspects, basic expressions of organizational culture and the roles and impacts of organizational culture on other factors (performance, shareholder value, cohesion ) of commercial banks 1.1.2 Organizational culture types at commercial banks When researching on the types of organizational culture, it is impossible not to mention typical studies such as: - “Diagnosing and changing the organizational culture” of authors Cameron and Quinn Based on the Competitive Value Framework - CFV, they have developed an Enterprise Culture Assessment Tool that distinguishes four types of visual culture: The Clan Culture, The Adhocracy Culture, The Hierarchy Culture and The Market Culture - “Toward a Theory of Organizational Culture and Effectiveness” of the authors Denison and Mishra proposed a research framework consisting of four types of organizational culture defined including adaptability, mission, consistent participation and culture - “Corporate culture in banking” of Anjan Thakor uses the CVF framework for research Start by observing organizations that carry out many activities to create value, and these activities will shape the bank's corporate culture in one of four or the correlation of The following categories are: Cooperative Culture (Family), Control Culture (Decentralized), Competition Culture (Market) and Creative Culture 1.2 Overview of the research works of local authors on the organizational culture at commercial banks In Vietnam, theoretical and empirical studies on the concept, types and impacts of organizational culture are researched by many authors Through the research, analysis and synthesis of research projects related to - Trust, ideals, attitudes and feelings of employees towards the bank 2.2 Types of organizational culture at commercial banks The author proposes the main types of organizational culture at banking , including: 2.2.1 Family culture 2.2.2 Hierarchical culture 2.2.3 Creative culture 2.2.4 Market culture Among the above types of organizational culture , family culture and market culture are the two types of customer-oriented orientation, in line with the nature of the business of credit products of commercial banks Because these two types focus on improving the morale and performance of employees, while optimizing products to provide customers with the best service However, in order to develop and develop organizational culture appropriately and effectively, bank leaders should consider and evaluate the factors affecting organizational culture 2.3 Factors affecting organizational culture development at commercial banks Combining the views and opinions of previous research, it can be seen that there are many factors including internal and external environment affecting the formation and development of organizational culture at commercial banks 2.3.1 Internal factors 2.3.1.1 Human in the bank - Bank Leader - Bank Staff 2.3.1.2 Job features 2.3.2 External factors 2.3.2.1 Competition 2.3.2.2 Customer 2.3.2.3 Integration 11 2.3.2.4 Social culture, ethnic culture, regional culture 2.4 Framework of organizational culture at commercial banks in Quang Ngai On the theoretical basis of organizational culture at commercial banks, PhD student has built an analytical framework of organizational culture at commercial banks in Quang Ngai, including: (i) Expressions of organizational culture at commercial banks (ii) Type of organizational culture at commercial banks (iii) Factors affecting organizational culture at commercial banks Picture Framework of organizational culture at commercial banks in Quang Ngai Source: Author’s analysis 2.4.1 Research content on the expression of organizational culture at commercial banks and the system of evaluation criteria Tangible factors: - Workplace: such as building architecture, office design and office decoration such as headquarters, branches, transaction points, ATM - External logo: including a brand identity toolkit and printed items These are Slogan, Logo, Staff Uniforms and stationery - Regulations: is a set of rules, business processes, rules of conduct, specific phrases, common language agreed in the form of a written statement or a common statement in the bank 12 - Etiquette: including regular cultural and sporting activities to enhance solidarity and exchange among bank members, Traditional songs, Mass organizations operating in banks (Trade Unions, Youth Group) Intangible factors: - The common values are agreed: That is the Bank's Mission (showing the reason for existence, mode of operation, customers), Business Strategy (Mission direction, development roadmap, action plan), Philosophy business logic - Cultural tradition: expressed through specific criteria such as anecdotes about the process of operation (the period of strong development, the period of overcoming the crisis) with the important contributors, activities to remember and Honoring the bank's proud values - Feelings of employee: bank staff have confidence in the development of the bank in the future, proud to be a member of the bank, feel the difference or specific characteristics of the organization, aware of the role of the individual contributions in the overall development of the bank 2.4.2 Research content on type of organizational culture at commercial banks in Quang Ngai province The questionnaire that diagnoses the type of organizational culture and identifies the organizational culture model is built entirely using the OCAI tool In order to determine the current organizational culture model of the Bank compared to the organizational culture model of the Bank, the author uses evaluation factors, including: - Dominant characteristics - Organizational leadership - Management of employees - Organizational glue - Strategic emphasis - Criteria of success 2.4.3 Research content on factors influencing organizational culture at commercial banks in Quang Ngai province 13 Based on the research question mentioned in the introduction and proposed research model, the research hypothesis includes: H1: Banking leadership influences organizational culture at commercial banks in Quang Ngai province H2: Bank staff influences organizational culture at commercial banks in Quang Ngai province H3: Characteristics of banking business affecting organizational culture at commercial banks in Quang Ngai province H4: Customers use credit products and services that affect organizational culture at commercial banks in Quang Ngai province H5: Competitive characteristics in banking business that affect organizational culture at commercial banks in Quang Ngai province H6: The process of economic integration affects the organizational culture at commercial banks in Quang Ngai province Picture The proposed model measures factors influencing organizational culture at commercial banks in Quang Ngai province Source: Author’s analysis 14 Chapter CURRENT SITUATION OF ORGANIZATIONAL CULTURE AT COMMERCIAL BANKS IN QUANG NGAI PROVINCE 3.1 Introduction of commercial banks in Quang Ngai province 3.2 Results of organizational culture expression evaluation at commercial banks in Quang Ngai province 3.2.1 The expression evaluation at state-owned commercial banks in Quang Ngai province 3.2.1.1 The tangible expression The tangible elements include the brand identity system, which are the most concentrated construction and development by state-owned commercial banks in Quang Ngai province Through the development stages of the bank, these factors have been formed and adjusted to suit the current business situation Traditional emulation activities and event programs are also invested by banks in both scale and quality, in order to contribute to the process of building and developing brands as well as organizational culture In particular, state-owned commercial banks have developed organizational culture by developing clear rules that are expressed in the form of Organizational Culture Handbook In addition, office architectural features and office decoration are not really effective in expressing cultural characteristics of state-owned commercial banks in Quang Ngai province 3.2.1.2 The intangible expression The results show that the common values of the state-owned commercial banks are interested in building and developing, reaching a relatively high rating from bank staff The staff reflects the future belief and development of the bank and the pride of being a member of the bank However, the missions, business philosophy and development strategies not seem to be clear enough and highlight the roles and duties of the members of the bank 15 3.2.2 The expression evaluation at private commercial banks in Quang Ngai province 3.2.2.1 The tangible expression Private commercial banks in Quang Ngai province also focus on cultural development under the main tangible expressions such as the system of professional rules and conduct communication, brand identification tools, style activities emulation movement at the bank 3.2.2.2 The intangible expression The common values of commercial banks in Quang Ngai province are concerned about the business philosophy, mission and core values systems, as these factors have been agreed from the central headquarters to the local branch The unified value system in banks often manifests itself in the form of business philosophy, mission, core values and vision On the contrary, these banks have not paid much attention to the awareness of the cultural traditions and history of the organization's development, as well as the employees' awareness of their role in the future development of the bank 3.3 Results of organizational culture type evaluation at commercial banks in Quang Ngai province 3.3.1 Type of organizational culture at state-owned commercial banks in Quang Ngai province In general, the current organizational culture model of state-owned commercial joint stock commercial banks is more in favor of market culture (C = 26,4375), hierarchical culture (D = 26,3185) than Family Culture and Creative Culture In the future, the employees in this group expect the organizational culture model to be developed towards the family culture (from 24,2173 to 29,3661) - this is an attribute highest expected among the attributes of the organizational culture model, and the attribute of Creative culture is also expected to increase (from 22,7560 to 25,5863); sharply decreasing Market culture and Hierarchical culture 16 3.3.2 Type of organizational culture at private commercial banks in Quang Ngai province The survey results show that, in the present, the organizational culture model of private commercial banks tends to balance between the four attributes, the level of difference between the attributes is not high And with employees' expectations for future organizational culture models, the model will shift towards increasing the score of Family Culture (up from 25,1870 to 29,7703) and Creative Culture (increase from 24,0064 to 25,2564); reducing Market and Hierarchical Culture 3.3.3 Comparison of organizational culture type between two groups of state-owned and private commercial banks For state-owned joint stock commercial banks, the model tends to study the attributes of market culture and hierarchical culture, while the organizational culture model of private commercial banks tends to balance between the four attributes For the attribute of Family culture and Creative culture, the average score in the group of private commercial banks is higher 3.4 Research results of factors influencing organizational culture at commercial banks in Quang Ngai province Research results for commercial banks groups are as follows: 3.4.1 State-owned commercial banks 3.4.1.1 Quantitative research results After eliminating the unreliable indicators, the official scale left 23 observed variables corresponding to factors assumed to be influential The official scale is built and restructured based on observed variables with sufficient remaining reliability Applying the method of rotation of factors, the results show that all these variables are significant (values> 0.5) and are extracted into specific groups of factors In the adjusted model, the dependent variable is Organizational Culture (VH) The independent variables are: 17 - Staffs (CBNV); - Job Feature (CV); - Competition (CT); - Customer (KH); - Integration process (HN) With the analysis results, it can be affirmed that these variables have significance in the model and the regression model of VH is set as follows: VHi = 1,107 + 0,592CBNVi + 0,143KHi + 0,040HNi + ɛi The linear regression model is made with a number of assumptions and the model only really makes sense when these assumptions are guaranteed 3.4.1.2 Discussion Based on the results of quantitative research, there are factors that directly affect organizational culture at state-owned commercial banks in Quang Ngai province They are Staff, Customers and Integration Process Among the above three factors, the staff staff including leaders and employees of state-owned commercial banks has the most positive influence on the organizational culture of the unit with a regression coefficient of 0.592; The customer factor has the regression coefficient of 0.143 and the integration process has the lowest regression coefficient of 0.040 This is also the answer to this content research goal 3.4.2 Private commercial banks 3.4.2.1 Quantitative research results In the study of the influencing factors proposed in Chapter 2, there are factors (corresponding to 24 indicators) that are assumed to influence organizational culture at private commercial banks The Cronbach’s Alpha coefficient obtained from the survey results for these scales generally ranges from 0,613 to 0,807 This proves that this scale has good reliability After the removal of the correlation coefficient was too low, the official scale left 21 observed variables corresponding to factors assumed to be 18 influential The official scale is built and restructured based on observed variables with sufficient remaining reliability Multiple linear regression analysis was performed with independent variables, including: Staff (NV), Customer (KH); Leadership (LD); Job Feature (CV); Integration process (HN); The competition(CT) and dependent variable are Organizational Culture (VH) With the results of the analysis, it can be confirmed that these variables have significance in the model and the regression model of the culture of private commercial banks is established as follows: VHi = 0,727 + 0,286NVi + 0,215KHi + 0,118LDi + 0,098CTi + 0,080CVi + ɛi The linear regression model is made with a number of assumptions and the model only really makes sense when these assumptions are guaranteed 3.4.2.2 Discussion Based on the results of quantitative research, there are factors that directly affect organizational culture at private commercial banks in Quang Ngai province They are Staff, Customers, Leader, Competition and Job Features In which, Staff is the most influential factor in organizational culture at private commercial banks with regression coefficient of 0,286; next is Customer factor with regression coefficient of 0,215; Leader factors (0,111); Competition factor (0,098) and job feature factor (0,080) 3.4.3 Comparison of factors influencing organizational culture between two groups of state-owned and private commercial banks Firstly, differences in composition of influencing factors For stateowned commercial banks, Organizational culture is directly influenced by the factors Staff (including leaders and employees), Customers and Integration Organizational culture at private commercial banks is influenced by factors such as Staff, Customers, Leadership, Competition Environment and Job Features 19 Second, the differences in the influence level of the factors In the aforementioned analysis results, it can be seen that in the research model of the group of state-owned commercial banks, bank staff is the most positive factor affecting OC with the regression coefficient of 0,592; while the remaining two factors are Customer and Integration process with regression coefficients of 0,143 and 0,040 The difference in regression coefficients shows the clear difference in the degree of influence between the staff factor and the remaining factors on organizational culture in this group On the other hand, for the group of private commercial banks, the regression coefficients of variables in the research model ranged from 0,080 to 0,286 showing that the difference is not too large in the degree of influence of the factors affecting OC at these banks 3.5 General Assessment 3.5.1 Results Firstly, the tangible and intangible expression of organizational culture are interested in building and developing at commercial banks in Quang Ngai province Secondly, the organizational culture at commercial banks in Quang Ngai province now presents a high level of cooperation and competitiveness, which is relatively consistent with the specific characteristics of banking business Thirdly, the role of organizational culture in competition is highly appreciated by commercial banks through the evaluation of affecting factors including competition, integration process and human factors 3.5.2 Existence and cause Firstly, the expression of OC in commercial banks has the following problems: - Office architecture and office decoration are not really the factors that make the difference of commercial banks 20 - Activities of honoring the traditional values and development stages of the bank have not received the attention of commercial banks in Quang Ngai province - Staffs not figure out their own position in the development process of the bank - The characteristics of the working style of banks have not been clearly expressed Secondly, there is a big gap in the nature of business culture in stateowned commercial banks between the present value and the expected value of employees Thirdly, the role of developing organizational culture in the current competitive context among commercial banks is not well understood Chapter SOME SOLUTIONS TO DEVELOP ORGANIZATIONAL CULTURE AT COMMERCIAL BANKS IN QUANG NGAI PROVINCE 4.1 Summary of Vietnam banking industry development strategy to 2025, orientation to 2030 4.2 Orientation of developing corporate culture in banking business activities Firstly, Grasping thoroughly the views of the Party and the State on building organizational culture in business activities Secondly, Building and consolidating conditions for developing organizational culture in commercial banks' business activities Thirdly, Strengthening the role of developing organizational culture in the context of international cooperation and speeding up the process of international integration in the banking sector, enhancing the position of Vietnamese commercial banks 21 Fourthly, Strengthening and improve the effectiveness of the Bank's communication 4.3 Proposing solutions for developing organizational culture at commercial banks in Quang Ngai province 4.3.1 Group of solutions to enhance organizational culture expression 4.3.1.1 For state-owned commercial banks a Adjust and finalize the agreed values b Promulgate and manage uniformly the implementation of business processes, regulations on the conduct of internal communication and with customers and partners 4.3.1.2 For private commercial banks a Interested in office decoration and typical design of office work b Complete corporate culture handbook 4.3.2 Group of solutions to adjust organizational culture type 4.3.2.1 Solutions to strengthen family culture 4.3.2.2 Solutions to reduce market culture 4.4 Management implications for organizational culture development at commercial banks 4.4.1 Increasing awareness of organizational culture 4.4.2 Positioning and brand development associated with organizational culture CONCLUSION The thesis clarifies the basic theoretical issues about organizational culture at commercial banks, assesses the current status of organizational culture expression, diagnoses the current organizational culture model and expectations and analyzes factors affecting organizational culture at commercial banks in Quang Ngai province, thereby proposing solutions to adjust the model and develop organizational culture for commercial banks 22 in Quang Ngai province: (1) Theoretically, the organizational culture at commercial banks which is the system of tangible and intangible cultural values that the bank chooses, creates, uses and manifests in business process, creating characteristics of the bank The tangible cultural values include workplace architectural features, external logo, regulations, and meeting etiquette The intangible cultural values include mission, strategic vision, cultural traditions, feelings of employees There are many factors influencing organizational culture at commercial banks, but mainly include two groups: internal factors (leadership, bank staff, job feature) and external factors ( customers, the competition and the integration process) (2) Practically, assessing organizational culture at commercial banks in Quang Ngai province shows that: - The tangible expressions are relatively clear, are interested in the development and development of commercial banks, but there are still some expressions that are not really appreciated in the organizational cultural value system of banks as the anecdotes, the story of the bank's development tradition, the bank staff's awareness of their own contribution to the bank's development strategy in the future - The current organizational culture model at banks is heavily market-oriented and hierarchical, while the desire of the staff towards a shared, cooperative and organizational culture model higher creativity nowadays However, in order to build the effective organizational culture in banking business activities, which are market culture and family culture, state-owned commercial banks need to change their attribute, while private commercial banks have achieved get the balance between attribute types - The factors affecting the organizational culture are determined through linear models and quantitative methods of two groups of state and private commercial banks For state-owned 23 commercial banks, organizational culture is directly influenced by the factors Staff (including leaders and bank employee), Customers and Integration Organizational culture in private commercial banks is influenced by factors such as Staff, Customers, Leadership, Competition and Job Features The degree of influence of the factors is different between the two groups of state-owned and private commercial banks (3) Based on the development strategy of the Vietnam Banking industry to 2025, the orientation to 2030, the goal of developing OC at commercial banks and based on the actual research results, graduate students propose some solutions to increase the expression of business culture values, develop organizational culture at commercial banks in Quang Ngai province Group of solutions to adjust the organizational culture model of state-owned commercial banks includes: Enhancing Family Culture, Reducing Market Culture The management implications of developing organizational culture include: Increasing awareness of corporate culture for employees, Positioning and brand development associated with corporate culture Despite great efforts, this research is certainly limited The intended research directions in the future include: - Evaluating the specific effects of human factors on organizational culture at commercial banks; - Studying and assessing the role of organizational culture in commercial banking business activities; - Expanding the scope of research to other commercial banks, possibly including foreign-owned commercial banks operating in Vietnam market; In addition, further studies may expand the implementation of organizational culture research in another sectors 24 LIST OF PUBLISHED WORKS BY AUTHOR Vo Thi Thu Dieu 2019 “Factors affecting organizational culture at joint stock commercial banks in Quang Ngai”, Economic Forecast Review, No 18, 06/2019, pp 99 – 103 Vo Thi Thu Dieu 2019 “Assessing the organizational culture model of state-owned join stock commercial banks in Quang Ngai”, Industry and Trade Magazine, No 11 – 6/2019, pp 406 – 410 Vo Thi Thu Dieu 2019 “Expression of organizational culture in banking business activities”, The National Workshop "The role of financial institutions and IT applications in promoting comprehensive financial development in Vietnam", pp 99-106 Finance Publishing House Vo Thi Thu Dieu 2019 “Solutions to enhance the expression of organizational culture at state-owned commercial banks in Quang Ngai province”, The National Workshop “Situation and solutions to promote comprehensive financial development in Vietnam”, pp 155-164 Finance Publishing House Vo Thi Thu Dieu 2019 “Orientations to develop organizational culture at commercial banks in Quang Ngai province”, Journal of Science of Finance and Accounting, No 17 - 12/2019, pp 74-80 ... family culture (from 24,2173 to 29,3661) - this is an attribute highest expected among the attributes of the organizational culture model, and the attribute of Creative culture is also expected to... study the attributes of market culture and hierarchical culture, while the organizational culture model of private commercial banks tends to balance between the four attributes For the attribute... conduct, specific phrases, common language agreed in the form of a written statement or a common statement in the bank 12 - Etiquette: including regular cultural and sporting activities to enhance
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