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Through an empirical inquiry into manufacturing joint ventures companies in Vietnam setting, this paper aims to examine the relationships among knowledge sharing and its antecedents such as organisational culture, ethics, and human resources localization.

An analysis of data returned from a questionnaire survey among middle level managers in these manufacturing joint ventures companies was conducted via analysis of variance and structural equation modelling.

The study findings display the correspondence between control culture and ethics of justice. Flexibility culture, on the other hand, tends to nurture ethics of care, which in turn positively impact localization of intellectual capital. The influence of intellectual capital localization on knowledge sharing is also discerned.

The study offers insight into the linkage pattern of knowledge sharing and its antecedents, organisational culture, ethics, and human resources localization, in manufacturing joint venture companies in a Vietnam business context.

This research excursion through shipping companies in Vietnam seeks to examine if corporate social responsibility (CSR) influences trust, which in turn engenders the chain of effects from upward influence behavior through organizational health to knowledge sharing.

The paper adopts a structural equation modeling (SEM) approach which contributed to the analysis of 412 responses returned from self‐administered structured questionnaires dispatched to 635 middle level managers.

From the findings emerged a model of organizational health and its levers such as CSR, trust, and upward influence behavior. Ethical CSR was found to nurture high level of trust in the organization.

Through the findings of the research, the insight into the CSR‐based model of organizational health highlights the role of ethical CSR, trust, and organizationally beneficial upward influence tactics in building organizational health in shipping companies in the Vietnam business setting.

This research aims to look through the data of Nhan Dan Gia Dinh Hospital, a state‐owned hospital in Vietnam, for evidence on whether a clinical governance initiative cultivates ethical leadership, market‐ or innovation‐oriented culture, knowledge sharing, and knowledge‐ or identity‐based trust.

Data were collected through a case study approach with hospital document collection, field observations, and in‐depth interviews conducted between April 2009 and April 2011.

The findings demonstrated that a clinical governance initiative, when effectively implemented, can function as a lever for behavioural transformations in the hospital towards ethical leadership, market‐ or innovation‐oriented culture, knowledge sharing, and knowledge‐ or identity‐based trust.

The current research provides a portrayal of an effective clinical governance initiative with its proactive hospital outcomes such as ethical leadership, market‐ or innovation‐oriented culture, knowledge sharing, and knowledge‐ or identity‐based trust on the hospital journey of sustainable health creation. This paper also highlights the necessity for research that examines other organizational outcomes of clinical governance in Vietnamese hospitals of other ownerships.

This investigation into consumer goods manufacturing companies in Vietnam seeks to discern if such constructs as corporate social responsibility (CSR) and ethics act as antecedents for brand performance with the mediating role of integrated performance measures.

A total of 387 responses reverted from self‐administered structured questionnaires despatched to 1,452 middle level managers were dissected via ANOVAs and structural equation modelling (SEM).

From the findings emerged the interconnections between ethics of justice and legal CSR/economic CSR. Ethics of care, on the other hand, tends to nourish ethical CSR, which in turn positively impact performance measurement integratedness. The findings also paved the path from performance measurement integratedness to high brand performance.

From the results of the study, the insight into the interconnection pattern of brand performance and its antecedents highlights the magnitude of CSR and ethics training program as well as the adoption of integrated performance metrics in optimizing brand performance in consumer goods manufacturers in the Vietnamese market.

This study aims to endeavor to bridge a gap in literature by examining the three constructs – leadership, organizational trust, and degree of unethical behavior in conjunction through the data from consumer goods firms in Vietnam.

From the responses by 214 pairs of sales directors and sales managers to self‐administered structured questionnaires, data were collated and processed through analysis of variance and structural equation model to test the research hypotheses.

The findings revealed that transactional leadership is correlated with calculus‐based trust. Transformational leadership, on the other hand, shapes identity‐ and knowledge‐based trust, which are correlated with less degree of unethical behavior. Calculus‐based trust, by contrast, is associated with greater degree of unethical behavior. A direct bridge between transformational leadership and less degree of unethical behavior is also detected.

The research offers insight into the linkage pattern of leadership, organizational trust, and degree of unethical behavior that could be applied in other industries and other geographic markets. The value of this research resides in its significance to practitioners that ethical behaviors can be cultivated by transformational leadership and identity‐based trust or knowledge‐based trust, the former of which can be trained to contribute to the development of the latter.

From the data derived from a Vietnamese hospital, this study seeks to discern which organisational culture types, leadership styles, and trust types pave the path for the implementation of the balanced scorecard (BSC) system.

The study uses a case research approach with a triangulation of data collation methods encompassing access to documents, field observations, and interviews. The in‐depth interviews with 37 hospital members and field observations were conducted during 21 months from March 2009 to November 2010.

The findings show that features relating to organisational change in terms of organisational culture, leadership style, and trust can impact the success of BSC implementation; nonetheless, the opposite direction can merely be encountered in the relationship between leadership style and BSC implementation.

The study offers insights into a successful model of BSC implementation in the healthcare sector built on such antecedents as organisational culture, leadership, and trust.

Corporate governance is built on the responsibility of members towards other stakeholders inside and outside the organization. Through the testing of hypotheses on the interconnections between corporate governance and its precursors, this research aims to substantiate that emotional intelligence (EI) is the first layer of bricks, trust the second layer, and corporate social responsibility (CSR) the third layer of the entire architecture of corporate governance.

A total of 382 responses in completed form returned from self‐administered structured questionnaires relayed to 640 middle level managers underwent an analysis based on structural equation modeling (SEM).

Emotional intelligence, as the data divulges, is a rich network of social synapses among members for knowledge‐based or identity‐based trust to grow in their souls, which can activate ethical CSR deeds as levers for corporate governance.

The journey to test research hypotheses has built, layer by layer, an EI‐based model of corporate governance in which a high concentration of emotional intelligence among members in the organization catalyzes knowledge‐based or identity‐based trust, without which CSR initiatives to cultivate ethical values cannot be implemented successfully to optimize corporate governance effectiveness in Vietnamese organizations.

This paper seeks to examine the innovative business model of Saigon Eye Hospital in Ho Chi Minh City, Vietnam.

The paper takes the form of a case study.

The study identifies the categories underlying the high performance of the hospital system, namely leadership style, cause‐related marketing, market driving approach, HR and cost reduction, innovation stimulators, and brand building.

The research offers insight into the elements of the innovative business model of Saigon Eye Hospital in Ho Chi Minh City, Vietnam, highlighting concepts of service management and social marketing in an emerging market context.

The purpose of this paper is to discern whether upward influence behavior, with its antecedents such as organizational culture and leadership, can cultivate organizational trust, with particular reference to manufacturing companies in the plastics industry in Vietnam.

Structural equation modeling (SEM) was used for the analysis of 418 responses returned from self‐administered structured questionnaires sent to 655 middle level managers.

From the findings emerged the linkage pattern of knowledge‐based trust or identity‐based trust and organizationally beneficial upward influence behavior. Ad hocracy, market, and clan cultures and transformational leadership were found to cultivate organizationally‐beneficial upward influence strategies, which in turn cultivate knowledge‐based or identity‐based trust.

The paper discerns the interplay between culture and leadership on the upward influence behaviors, which in turn influence organizational trust. The paper's findings provide insight into the interplay pattern of trust and its antecedents and underscore the magnitude of ad hocracy, market, and clan culture types, as well as transformational leadership style in the building of organizationally‐beneficial upward influence strategies in plastic manufacturing companies in the Vietnam business setting.

This study aims to analyze the linkages among corporate social responsibility (CSR), leadership, and brand equity in hospitals in Vietnam.

Analyses of variance and structural equation model are resorted to in this study.

The findings reveal that transactional leadership is correlated with legal CSR and economic CSR. Transformational leadership, on the other hand, cultivates ethical CSR, which in turn positively influences brand equity. A direct bridge between transformational leadership and brand equity is also detected.

The study offers insight into the linkage pattern of CSR, leadership, and brand equity in hospitals in Vietnam.