Tu Van Do
Research Subjects
Tu Van Do has a total of 5 co-authors. Here are the top co-authors by number of shared publications:
- Dương Hớn Minh
Faculty of Pharmacy, Trường ĐH Nguyễn Tất Thành, Ho Chi Minh City, Viet Nam
1 shared publication - Khai The Nguyen
Trường Đại học Mở Thành phố Hồ Chí Minh
1 shared publication - Tan Huynh
Nguyen Tat Thanh University
1 shared publication - Thuy Thanh Phan
Faculty of Business Administration, Nguyen Tat Thanh University, Ho Chi Minh 700000, Vietnam
1 shared publication - Truc Thi Thanh Do
Faculty of Business Administration, Saigon Technology University, Ho Chi Minh 700000, Vietnam
1 shared publication
Latest Publications
- Open Access
- 8 March 2019
- Published by MDPI AG in Journal of Open Innovation: Technology, Market, and Complexity
- Vol. 5 (1) , 16
Team Dynamics, Leadership, and Employee Proactivity of Vietnamese Firms
Integrating the relational approach and social exchange theory, the authors conceptualize the quality of leader‒member and team member exchanges as mediators for understanding the role of transformational leadership in employee proactive behaviors (e.g., voice, taking charge, and innovative behaviors). The results based on data collected from 352 full-time employees working in pharmaceutical companies in Vietnam largely support the proposed theoretical framework and shed light on the mechanism through which leadership style influences employee proactivity in a manufacturing context. Using the results, the authors discuss research limitation and, managerial implications, and suggest future research directions for the relationship between leadership style and employee proactive behavior.
- 8 March 2019
- Published by MDPI AG in Journal of Open Innovation: Technology, Market, and Complexity
- Vol. 5 (1) , 16
Open AccessTeam Dynamics, Leadership, and Employee Proactivity of Vietnamese Firms
Integrating the relational approach and social exchange theory, the authors conceptualize the quality of leader‒member and team member exchanges as mediators for understanding the role of transformational leadership in employee proactive behaviors (e.g., voice, taking charge, and innovative behaviors). The results based on data collected from 352 full-time employees working in pharmaceutical companies in Vietnam largely support the proposed theoretical framework and shed light on the mechanism through which leadership style influences employee proactivity in a manufacturing context. Using the results, the authors discuss research limitation and, managerial implications, and suggest future research directions for the relationship between leadership style and employee proactive behavior.