Managers and hybrid workers: cultural perspectives on change management practices in Vietnam

The concept of change management has evolved predominantly within Western-centric business models and is frequently viewed as a wicked problem due to the poor strategic alignment of the change initiatives. In Asia and particularly in Vietnam, implementing western-centric change management models may be viewed as incongruous due to society and business being shaped by the Confucian cultural practices of high-power distance leadership, hierarchical management structures, and where deference to seniority status may result in change management being an unstructured and authoritarian process. As Vietnam grapples with maintaining its rapid economic rise and technological advancement, this study examines change management practices that are more complex and challenging in a country that is experiencing a rapid increase in hybrid workers. Applying a qualitative research approach of incorporating questionnaires, in-person interviews and on-site observations, this study aims to address the gap (both theoretical and practical) in change management literature and practice in a Vietnamese context by identifying how managers facilitate the process of change management with hybrid workers and providing a suggested ‘essentials’ framework for change management in a Vietnamese cultural business context.