COMPLETION REPORT
Organizational culture and employee's loyalty: The analysis of Japanese enterprises andVietnamese enterprises applying Japanese corporate culture
Lan Thi Ngoc Le(+3)
Deputy Head, Researcher
Department of Research and Academic Affairs
Foreign Trade University
1. Survey results of Vietnamese enterprises applying Japanese culture
The authors recorded 102 responses from Vietnamese employees and business owners whereJapanese working culture is applied. All 102 responses met the basic requirements of the survey and wereused for analysis. Of which, 43 respondents indicated that they intend to quit their job in the next 1 year
- hereafter called the Unloyal, (accounting for 42.2%), 59 respondents have no intention to quit in thenext 1 year hereafter called the Loyal (accounting for 57.8%).
2. Survey results of Japanese enterprises in Vietnam
The research team recorded a total of 8 answer sheets from Japanese enterprises working inVietnam with more detailed answers. The positions of the survey respondents ranged from Employee,Specialist, Head of Department to General Director, which helps us to have a more general view of theperspectives of different levels. To sum up, it can be seen that all 8 answers mostly give positiveevaluations about the corporate culture of the organization they are working for. As a result, the turnoverrate of these enterprises is low. Thus, after analyzing the responses, the research team found that Japanese
corporate culture has positive effects on employee loyalty.
3. Conclusion from statistical analysis
In the survey questionnaire, the research team also asked the group of employees who intend toleave their job about whether the reason they quit is related to corporate culture. There are 55% of theanswers received that it is related to the corporate culture. Although corporate culture is only one part ofthe decision that makes them want to quit, it also affects decision making.
Employees who value their corporate culture better are more likely to stay with the company. In
particular, the factors: Strategy, Vision, Creating Change and Capacity Development are the factors withthe biggest difference in the evaluation level between the two groups Unloyal and Loyal. Thus, what HR
is interested in is not only the salary or the nature of the job. Instead, corporate culture also significantly
affects employee loyalty. In which, the strategy and vision reflect the development orientation of thecompany and reflect the vision of the leader. If it doesn't align with the employee's orientation, it's easy
to make the employee feel reluctant to stick around for a long time. Besides, the fact that the company
often changes to match the market demand is also something that employees care about. Disloyal
employees score this factor much lower than loyal employees. Finally, employees who join anorganization will not want to stagnate themselves and not grow. The company also doesn't want to hire
an employee who doesn't develop at work. Thus, having courses to improve employee capacity issomething that not only the company but also the employees always want. And in fact, most businesses
that apply Japanese culture have regularly applied capacity building courses, so that employees in thebusiness always excel every day. This will help the working atmosphere become more effective, creating
motivation for both the company and employees.
Besides the above analysis, the research team also tried to perform more advanced quantitativeanalysis, such as conventional Logistics regression and Logistics regression using Gradient Descentoptimization method. Because the data dimension is quite large (68 features), the research team also tried
to apply the PCA method to reduce the data dimension. However, with too little data, the current running
results are not enough to present in the framework of this study. The research team will continue tocollect more data, research more optimal methods and models to perform more in-depth analysis in thefuture.

Publication of the Results of Research Project:
Verbal Presentation (Date, Venue, Name of Conference, Title of Presentation, Presenter, etc.)
21st December, 2021, Banking Academy of Vietnam, Address: 12 Chua Boc, Quang Trung, Dong Da,Hanoi, Vietnam, 7th International Conference for Young Researchers in Economics and Business, Hoang
Anh Duy
Thesis (Name of Journal and its Date, Title and Author of Thesis, etc.)
Journal of Economics Studies, University of Economics – The University of Da Nang, Organizational
Culture of Japanese Firms and Lessons for Vietnamese Enterprises, Le Thi Ngoc Lan - Hoang Anh Duy,
8 (01) - 2020, ISSN - 0866 – 7969;
Book (Publisher and Date of the Book, Title and Author of the Book, etc.)
Labour Publishing House, Proceedings of International Conference for Young Researchers in Economicsand Business (ICYREB 2021), Volume No.4, Organizational Culture and Employees’ Loyalty: TheAnalysis of Vietnamese Enterprises Applying Japanese Organizational Culture, Hoang Anh Duy - Le
Thi Ngoc Lan - Phan Thi Yen - Tran Thi Trang - Nguyen Thi Bich Hue.