Human Resources Management Strategies of Taiwan-based Enterprises in Vietnam

Chapter 4: Analysis and Results
The interview contents analysis was used to seek out the commonalities among
respondents and further explore the related information that may emerge. All the
interviews are recorded and transcribed in Chinese, the researcher endeavored to typed 
down as much the information given by the interviewees as possible after the interview 
with a view to carrying out are reliable in-depth analysis later on. The interviews 
narratives were coded as condensed descriptions that were based on the response from 
the participants (Appendix 2). All data were translated into English to support to the 
research as well. In this part, the researcher divided on two major parts which includes 
data analysis and research finding. In data analysis part, the researcher sorts out the data 
and seeks out the commonalities among respondents and analyzes the contents as well 
as implies of participants. In the research finding part, it will be summarized the result 
finding from respondents. 
4.1 Cross-cultural Management
As far as the participants pointed out the difficulties they face on cross-cultural 
management in Vietnam in which language barrier is mentioned in the most. It has 
proved an obstacle to communication and led mistake situations occur in workplace. As 
three participants confessed: 
“The
employees often got the wrong information and got the mistake ideas from their 
managers even they are interpreter of company” (Participant C)

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“Our company is used English for communicating
within workplace because there are 
Taiwanese and Japanese are managers. However, the English proficiency of 
Vietnamese staffs just at a basic conversation, so sometime they do not understand 
exactly what is mean, but they still respond “yes, yes”, and do 
wrong the work as 
assigned.” (Participant D)
“The most difficult on cross
-cultural management our company faced that is 
communication in which the foreign language ability of Taiwanese managers not good 
enough and the shortage of specialized knowledge of Vietnamese employees bring 
about communication hardly” (Participant F)
Still, they stressed on the cultural difference cause of the arbitrary decision from 
employees which may let managers confuse rather than clarify the issue. As one