Nguyen Ngoc Long

The Covid-19 pandemic has been fading gradually, but another problematic phase has begun for organizations in the post-Covid-19 era in Vietnam. This study aims to examine the direct impact of transformational leadership on adaptive resilience, the indirect impact of transformational leadership on adaptive resilience via psychological and employee resilience, and the interactions between the levels of resilience. Quantitative research was used to analyze data from 324 employees chosen via convenient sampling in Vietnam. The findings indicated that transformational leadership directly impact adaptive resilience (β = 0.559, p < 0.000), psychological resilience (β = 0.361, p < 0.000), and employee resilience (β = 0.292, p < 0.000) and also indirectly impact adaptive resilience via psychological and employee resilience (β = 0.135, p < 0.000), and employee resilience via psychological resilience (β = 0.130, p < 0.000). Furthermore, there was also the direct influence of psychological resilience on adaptive resilience (β = 0.135, p < 0.005) and the indirect influence of psychological resilience on adaptive resilience via employee resilience (β = 0.073, p < 0.000). The other direct significant relations, such as between psychological resilience and employee resilience, and between employee resilience and adaptive resilience, were also confirmed (β = 0.360, p < 0.000; β = 0.204, p < 0.000).

Type of the article: Research Article

Abstract
Firms in emerging markets are increasingly compelled to implement digital transformation strategies in response to rapid technological disruption and intensifying global competition. However, the impact of such transformation on organizational performance remains underexplored, particularly in resource-constrained contexts. This study aims to assess how digital orientation and digital capacity influence the implementation of digital transformation, and how digital transformation, in turn, affects organizational agility as well as financial and non-financial performance. Data were collected through a survey of senior managers – those directly responsible for leading digital transformation strategies – at 518 mechanical engineering enterprises in Vietnam, conducted between August and November 2024. The research model was tested using partial least squares structural equation modeling (PLS-SEM). The results reveal that digital orientation (β = 0.585, p < 0.001) and digital capacity (β = 0.240, p < 0.001) significantly promote the adoption of digital transformation. Subsequently, digital transformation exerts a strong positive influence on organizational agility (β = 0.815, p < 0.001). In turn, organizational agility significantly enhances financial performance (β = 0.795, R² = 0.632) and non-financial performance (β = 0.536, R² = 0.287). These findings provide empirical evidence that digital transformation efforts can create practical value when they are grounded in well-aligned internal capabilities. The study contributes to clarifying how enterprises in emerging economies can align digital investments with organizational strengths to improve performance amid volatile environments.

Risk management has become crucial for organizations in the current era. Therefore, this study assesses the impact of Enterprise Risk Management (ERM) on an organization’s performance and examines how knowledge management and technology adoption mediate this impact, along with the moderating effect of supply chain resilience based on the resource-based view and dynamic capabilities theory. Utilizing a questionnaire-based survey, data were collected from 297 respondents in Ho Chi Minh City, Binh Duong, and Dong Nai, Vietnam, by cluster random sampling. The data were statistically analyzed using the partial least squares method. The results indicated a positive effect of ERM on financial performance, while the association with non-financial performance lacked significance. Knowledge management and technology adoption fully mediated the positive impact of ERM on non-financial performance and partially mediated its relationship with financial performance. Furthermore, supply chain resilience strengthened the positive link between ERM and financial performance. In conclusion, these findings contribute to advancing the comprehension of the mechanisms and dynamics involved in knowledge management and technology adoption as mediators and supply chain resilience as a moderator, regarding an emerging country. The study enriches the risk management literature and significantly contributes to enhancing firm effectiveness.

Type of the article: Research Article

Higher education institutions face a dual imperative: accelerating digital transformation while advancing sustainability commitments. For academic staff, these agendas converge in a single psychological space, yet leadership research has largely treated digital leadership and sustainable leadership as parallel paradigms. This study examines how both styles concurrently shape lecturers’ job involvement, and whether person-organization (P-O) fit acts as a common mechanism linking them to role investment. Grounded in Social Exchange Theory, Job Demands-Resources Theory, and Person-Environment Fit Theory, an integrated structural model was tested on survey data from a non-probability sample of 312 full-time lecturers in selected Vietnamese public and private universities using partial least squares structural equation modeling (PLS-SEM). Results show that digital leadership exerts both a direct positive effect on job involvement (β = 0.333) and an indirect effect via P-O fit, while sustainable leadership strongly enhances P-O fit (β = 0.663) but has a non-significant direct path to job involvement, revealing a fully mediated, value-lagged structure. P-O fit emerges as the central gateway (β = 0.488) through which both leadership styles activate job involvement, with the model explaining 70.4% of its variance. The study contributes by integrating two leadership paradigms within a unified framework, conceptualizing P-O fit as a dynamic mediating process shaped by leadership behaviors, and foregrounding job involvement as a strategically important outcome driven by these dual leadership orientations. Practical implications point to the design of integrated leadership development and fit-focused HR practices in higher education institutions, navigating concurrent digital and sustainability transitions.