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Strategic Management in Vietnam State-Owned Enterprises (SOE)

机译：越南国有企业（SOE）的战略管理

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This paper analyzes the strategic management in SOEs on the basis of a survey of 73 SOEs in Vietnam. The findings have shown that very few SOEs have a section in charge of strategic planning; they are more likely to make decisions based on the subjective experiences of leaders. Though numerous innovations have been recorded in activities of studying business philosophy, mission, objectives of Vietnam’s SOEs, these have still not totally escaped from a habit of falling into the old ways of thinking; there have still been many limitations in activities of forecasting external environment and external forecasting. The personnel system, despite the reforming, restructuring steps being under way, is still very completed at present. Activities of testing, assessing, correcting still largely for form’s sake, without clear objectives. From the research findings, the paper proposes several solutions in order to improve the performance of strategic management in Vietnam’s SOEs.
机译：本文在对越南73家国有企业进行调查的基础上，分析了国有企业的战略管理。调查结果表明，很少有国有企业拥有负责战略规划的部门。他们更有可能根据领导者的主观经验来做出决定。尽管在学习越南国有企业的经营理念，使命和目标的活动中已记录了许多创新，但这些创新仍未完全摆脱掉沉迷于旧思维方式的习惯。外部环境预测和外部预测活动仍然存在很多局限性。人事制度尽管正在进行改革，改组步骤，但目前仍很完善。测试，评估和更正活动主要是出于表格的目的，没有明确的目标。根据研究结果，本文提出了几种解决方案，以提高越南国有企业战略管理的绩效。

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