Tìm hiểu các nhân tố ảnh hướng tới lựa chọn phong cách ãnh đạo trong các doanh nghiệp vừa và nhỏ nghiên cứu điển hình tại các doanh nghiệp vừa và nhỏ Việt Nam
TÌM HIỂU CÁC NHÂN TỐ ẢNH HƢỚNG TỚI LỰA CHỌN PHONG CÁCH
ÃNH ĐẠO TRONG CÁC DOANH NGHIỆP VỪA VÀ NHỎ NGHIÊN CỨU
ĐIỂN HÌNH TẠI CÁC DOANH NGHIỆP VỪA VÀ NHỎ VIỆT NAM
TS. Lê Ti n Đạt
Trường Đại học Thương mại
TÓM TẮT
Phong cách lãnh đạo là những hành vi đặc trưng mà người lãnh đạo lựa chọn để tác động đến
nhân viên của mình, là cách thức mà người lãnh đạo đưa ra những chỉ dẫn cho cấp dưới, tạo động
lực thúc đẩy họ hoàn thành những mục tiêu đã đề ra. Lãnh đạo nói chung và các phong cách lãnh
đạo nói riêng có thể ảnh hưởng lớn đến lòng trung thành, sự tin tưởng, sự hài lòng và cam kết của
người lao động đối với doanh nghiệp, từ đó ảnh hưởng đến sự phát triển bền vững của doanh
nghiệp. Tuy nhiên, để lựa chọn phong cách lãnh đạo phù hợp, các nhà quản lý buộc phải xem xét
một loạt các yếu tố. Để điều tra nhận thức của các nhà quản lý doanh nghiệp vừa và nhỏ (DNVVN)
về các yếu tố ảnh hưởng đến việc lựa chọn phong cách lãnh đạo phù hợp, 51 nhà quản lý DNVVN
đến từ các lĩnh vực kinh doanh khác nhau đã đồng ý tham gia các cuộc phỏng vấn cá nhân. Dựa trên
điều tra như vậy, các hàm ý về việc lựa chọn thích hợp các phong cách lãnh đạo khác nhau trong
việc xem xét các yếu tố ảnh hưởng được đưa ra. Bài báo được kỳ vọng sẽ hữu ích cho các nhà quản
lý DNVVN, các cơ sở đào tạo / tư vấn trong việc hỗ trợ các nhà quản lý DNVVN Việt Nam nâng
cao hiệu quả lãnh đạo và hoạt động của doanh nghiệp. Bài báo cũng đóng góp vào phát triển lý
thuyết về lãnh đạo ở các nước đang phát triển như Việt Nam.
Từ khóa: Lãnh đạo, phong cách lãnh đạo, yếu tố ảnh hưởng, DNVVN Việt Nam.
INVESTIGATING FACTORS INFLUENCING THE SELECTION OF LEADERSHIP
STYLES IN SMES AN EMPIRICAL STUDY IN VIETNAM
ABSTRACT
Leadership styles are a type of behavior that a leader chooses to impact on his employees, the
way that the leader provides instructions to subordinates, creates motivations for them to fulfill the
set-forth goals. Leadership in general and the effective use of leadership styles in particular can
greatly affect the loyalty, trusts, satisfaction and commitments of employees to enterprises, thereby
influencing the sustainable development of enterprises. However, to choose the right leadership
style, managers are required to considered a range of factors. To investigate the perceptions of SME
managers with regard to influential factors to the selection of appropriate leadership styles, 51 small
and medium sized enterprises (SMEs) managers coming from various business fields agreed to join
individual interviews. Based on such investigation, implications on the proper selection of various
leaderships in the consideration of influential factors are provided. The paper is expected to be
useful for SME managers, training/consulting institutions in assisting Vietnamese SME managers to
improve leadership efficiency and enterprise performance. The paper also makes contribution to the
body of knowledge with regard to leadership in developing countries such as Vietnam.
Key words: Leadership, leadership styles, influential factors, Vietnamese SMEs.
59
1. INTRODUCTION
Leadership style has strong impact to the sustainable development of SMEs. Because of the
origin, the nature and the size of the SMEs, leaders in SMEs often capture, overshadow and oversee
almost every aspect of business. However, in many SMEs, the poor management skills and
professions of leaders negatively affect the survival and development of SMEs. Because of this,
SMEs need to have a leader with the most suitable leadership style for the growth of enterprises,
particularly for the performance and attitudes to work of employees.
In organizations, the concept of sustainability has now been viewed as a strategy for long-
term business survival and success (Mccann, 2010). Approaching and gaining sustainability allow
enterprises to achieve a competitive advantage and continual performance improvement (Slankis
2006). Apart from the general norm of sustainability, the term of sustainable leadership style has
also received the attention of scholars and practitioners. Accordingly, leaders are required to
become innovation managers whose substantial leadership competences assist them to lead the
organization towards long-term survival and development. By doing so, he or she may create a
sustainable innovation and/or a sustainable leadership style. Studies reflected that to create
sustainable innovation process, and then, a sustainable organization, the leaders need to consider to
select the proper one which help them to become charismatic, instrumental, strategic or interactive
leaders (Bossink 2007).
Selecting the leadership style suited to the characteristics of business, employers and
employees for the sustainable development of organization is essential. However, how to choose the
right one - among three main leadership styles, namely autocratic style, democratic style and
laissez-fair style - is the question. In this paper, the answer for this question is examined through the
discussion of SME managers with regard to the factors affecting the selection of appropriate
leadership styles.
2. LITERATURE REVIEW
2.1. Leadership Styles and the Significance of Leadership Styles
A strong development period of research on leadership styles with various definitions and
approaches has been witnessed in the last decade of the 20th century. According to Mayowa (2009),
leadership styles can be understood as a pattern of behavior that a leader selects to impact on the
behavior of employees. This is the way a leader encourages and instructs his subordinates to
accomplish the goals that have been set before. Murray Johannsen (2017) added that leadership
styles are a collection of behavior that a leader actively chooses to utilize in each specific
circumstance. When the circumstances change, leadership styles change accordingly.
When it comes to the significance of leadership styles, Fang, Chang and Chen (2009) emphasizes
that leadership styles have remarkable impacts on satisfaction, trust and loyalty of employees with
enterprises and on the entire operational performance of enterprises as well. Leadership styles are
closely linked to work performance of each employee in general, and to the creativity at work in
particular (Olawale 2013). DuBrin (2001) believes that personal features stemming from the
characteristics of leaders can be reflected in their leadership styles. All in all, as being considered as the
choice of leaders for their behavior and models of managing business, leadership styles play a decisive
role in operational patterns and business performance of enterprises.
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2.2. Selecting the Right Leadership Styles
In the research of Kurt Lewin et al. (1939), which considered as the pioneer study on
leadership styles, based on the decision-making, leadership styles are classified into 3 main
types of autocratic style, democratic and laissez-fair style. Accordingly, in the autocratic
leadership style, leaders hold absolute decision-making power while employees are hardly
involved in the decision-making process. Leaders mostly assign work and instruct their
subordinates on how to do the work without listening to their opinions or feedback. In the
democratic leadership style, a board of leaders made up one or more employees are allowed to
participate in the decision-making, thereby being able to contribute their opinions to the
enterprise‟s business affairs but it is the leader who makes the final decision. In the leadership
style called laissez-faire style, the leader‟s involvement in the decision-making process is
minimal. Although the leader is still the person who takes responsibility for the outcome, his
job is just to encourage employees to make their own decisions.
Choosing a leadership style that fits the specific business environment, working conditions,
development phases of the company and personalities of leaders and followers can help the
company improve its performance. But the important question is what the right choice is. There
seems to be no definite answer. Autocratic leadership has been subject to declining popularity in
recent years when employees‟ awareness has become better and the job market grows more
competitive to not only employees but employers as well. But even laissez-faire - the style that is
believed to raise loyalty and commitments of subordinates - cannot bring the expected efficiency
to businesses.
In a study on leadership style efficiency, Koech & Namusonge (2012) concluded that laissez-
faire is the leadership style that brings the lowest capacity. The researchers suggested that leaders
should not apply this style but get more involved in supervising, guiding and becoming a good
example for subordinates to follow, they should constantly be present to encourage, inspire and
invoke followers‟ initiatives and creativity, to care for employees individually so that leaders can
call for their positive contributions to the common goals of the organization.
For his part, Eba (2016) believed that there is no optimal leadership style, even the popular
democratic way, and the selection of an appropriate leadership style totally depends on specific
circumstances. A suitable leadership style is the one which enables leaders to reach the goals,
receive the supports and enhance the solidarity in the company while take personal care of
individuals and drive them towards higher organization‟s business performance.
According to Robbins (2013), today leaders tend to manage their companies by empowering
their employees. Empowering means increasing decision-making power of employees. Employees
can make decisions concerning their daily work; for instance, they develop budget plans, arrange
workload, control inventories, control quality and participate in many aspects which used to be
considered as tasks of managers.
A famous example is when the Comprehensive System Service Group in Columbus, Georgia
decided to let their employees take part in the process of designing their new office complex. The
importance of employees to the company is shown on each brick used to build the road along
Chattahoochee river - each brick there has the name of one employee in the company.
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More and more companies choose to empower their employees. One reason is the need to make
quick decisions by members who have the best knowledge and understanding of the specific work at
basic levels. If companies wish to compete successfully in a dynamic global business environment,
they should be able to make immediate decisions and cope up with changes rapidly. Another reason is
the downsizing of organizational scale of companies in the past 2 decades, this has given leaders
larger dimension of management. To cope up with increasing workload, leaders have to empower
employees. lthough empowerment is not a „cure-all remedy‟, it is clear that when employees have
knowledge, skills and experience, they will become more active and accountable, and when they seek
autonomy and internal control, empowerment can bring enormous benefits.
3. RESEARCH METHODOLOGY
3.1. Research Objective
Based on the literature with regard to leadership styles, this study aims to examine the factors
affecting the leadership style selection in Vietnamese SMEs, from the viewpoints of SME
managers. Therefore, the perceptions of Vietnamese SME managers with regard to influential
factors of leadership styles choice were explored. Based on such investigation, the implications
related to the proper application of leadership styles in accordance to influential factors are
provided. Research outputs are expected to be beneficial to SME managers, consulting and training
institutions in the selection of suitable leadership styles with the aim of improving the management
performance for the sustainable development of Vietnamese SMEs.
The following main research question has been investigated and guides this study:
What are the perception of Vietnamese SME managers with regard to factors affecting the
selection of appropriate leadership styles in Vietnamese SMEs?
3.2. Data Collection
In studies where the perceptions of participants are investigated, the qualitative interview
technique is generally used (Saunders, Lewis and Thornhill, 2012). In this study, to study the
factors affecting the selection of appropriate leadership styles in Vietnamese SMEs, semi-structured
interviews assist the researcher in gaining a deeper understanding on such factors when SME
managers are asked to explain, or add comments based on their answers. Besides, the research has
opportunities to develop qualitative data in both breadth and depth due to numerous experience
shared by SME managers during their interviews (Bryman & Bell 2011; Saunders, Lewis and
Thornhill 2009).
Individual interviews with the participation of 51 SME managers, including 40 male
managers (accounting for 78.43%) and 11 female managers (accounting for 18.5%) were
conducted. These managers operate in various business fields such as construction, vocational
education, nutritional food, estate business. Interviews were recorded by electronic recorders and
last for approximately 45 to 60 minutes. Interviews were carried out at offices of SME managers,
which are considered convenient to interviewees.
The interview protocol was used in almost interviews to seek the opinions of different
participants on common issues. In such protocol, a list of questions was developed to investigate
perceptions of SME managers with regard to the application of the democratic leadership style.
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3.3. Data Analysis
To systemize the data in this study, the step-by-step qualitative data analysis procedure
suggested by Creswell (2014) was used. In such process, the researcher was required to organize the
data, conduct a preliminary read-through of the databases, code and organize themes, and organize
the data in a format for interpretation.
The qualitative QSR support software Nvivo was used in the process of data analysis. The
main themes and sub-themes are used as the “code” of Nvivo. The research results are presented in
a descriptive manner, based on the main topics, sub-topics, examples, multi-dimensional views
from the interviewees. Descriptive topics are mainly based on the content analyzed from the
interviews. In addition, examples and comments by members are also cited directly to help the
readers get the "feel" contained in the responses as well as the "lively" in actual business situations,
adding to the persuasiveness of qualitative research.
4. RESEARCH RESULTS
When selecting the right leadership styles, many factors needs to be taken into account such
as the development phases of enterprises, the personalities of employees, the experiences of the
leaders. The following section reveals the perceptions of Vietnamese SME managers towards such
important factors.
Enterprise Characteristics
When referring to the influence of business characteristics on leadership style selection of
managers, many Vietnamese SME managers interviewed in this study emphasized the factor of
business areas in which SMEs operates. Accordingly, one SME managers stressed “the leader will
choose the style suitable for his career, and also the characteristics of the work” (M_01). One
manager offered an example: "If a private company specializes in creating and providing ideas and
solutions, the leaders should be creative, using laissez-faire style rather than the two other styles.
Conversely, if the business sector is not closely related to creativity, does not require new ideas, the
laissez-faire or democratic styles are not strongly required” (M_18). Another SME manager took
the same view by saying “the more creativity that the companies need, the more comfort they have
to create for employees, contrary to the business areas requiring certainty, where the process needs
a more rigid style used to ensure the achievements of results” (M_42).
Besides the business sector, from the view of Vietnamese SME managers in this study, the
size of enterprises also affects the selection of leadership styles of the leaders. In general, in a small
company where the number of employees is small, the manager may utilize the democratic
leadership style to manage as well as to direct their subordinates. However, when the firm-size
increases, the managers find hard to cover and control everything happened in the company. At that
time, the autocratic leadership style may help the managers, especially the top-level managers, to
empower and focus on the key activities in the company. In other words, the managers may use
democratic style in few cases, and utilize autocratic or laissez-faire in other circumstances. One
manager emphasized: “The bigger the firm-size is, the more flexible the leadership style is, due to
the growth in the number of departments” (M_42).
In addition, Vietnamese SME managers in this research also indicated that the leadership
styles may also be influenced by other factors related to the specific characteristics of the enterprise,
63
such as the level of job pressure, the conflicts that may arise in the enterprise, the complexity of
tasks, or financial and technological capabilities of enterprises.
Development Phases of Enterprises
In this study, the SME managers also emphasized the impacts of the business development
phases on the selection of suitable leadership styles. Accordingly, one SME manager gave a detailed
explanation “the development journey of the company is divided into various stages, including the
stage of formation, the stage of stability, and the stage of development. After the stages of formation
and stability, as the size of the business is expanded, the leaders should create an atmosphere of self-
reliance, reduce tension and create cohesion among members, especially among the leaders in the
enterprise. In other words, when self-control and self-empowerment from company members elevate,
the styles of democracy and freedom can be a reasonable choice” (M_02).
Characteristics, Capabilities, Personalities of Employees in Enterprises
According to the perceptions the Vietnamese SME managers in this study, the selection of
leadership styles is also determined by the staff capacity. Employee characteristics such as working
experience, job competency, job responsibilities, conceptual skills, and also their abilities in
developing network and co-operating with other staff and managers are also factors the leaders
consider when selecting the appropriate leadership styles. One SME manager stressed “choosing
the proper leadership style belongs to whether our employees are experienced, responsible persons
or the new ones who need a lot of guidance and directions” (M_38). Another SME manager added
“When choosing the right leadership styles, we should consider the relationship among employees
to see if they are united or have conflicts. In the solidarity working environment, the leader may let
employees to work well with each other, change working activities into routines, and thus, the
leader doesn‟t need to provide too much of guidance or interference” (M_19).
According to many Vietnamese SME managers in this study, the autocratic leadership style is
often applied to new employees. At that time, the leader becomes a competent and enthusiastic
instructor, and new employees are motivated to learn more skills and develop themselves. On the
other hand, democratic leadership style is often applied to a team whose members are skilled staff.
Employees know their jobs and are aware of themselves as part of the team. Laissez-faire style is
often used in cases where the leader owns better qualified employees. The leader cannot cover
everything and employees should have full rights and responsibilities to make decisions for their
tasks. This may also allow the leader to focus on improving their management productivity.
Personalities, Experiences, Characteristics of Leaders
As shared by many SME managers in this study, the selection of leadership styles is
influenced by the factors related to the leader. First and foremost, it is the characteristics of the
leader, as a SME manager distinguished: "Gentle and calm managers will have a different
leadership style from those who are hot-tempered" (M_24).
From the view of a number of SME managers in this research, the personalities of the leader will
be a factor affecting their orientations towards a suitable leadership style. One SME manager analyzed
“Normally, the leader who is confident, decisive, determined, and highly responsible is prone to choose
the autocratic leadership style. This kind of leaders is often difficult and patriarchal. By contrast, the
leader who is willing to listen to employees‟ opinion, respect and want to promote creativity of
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employees tends towards democracy” (M_46). Another SME manager added “The leader who prefers
freedom and comfort tends to select laissez-faire style. However, the leadership style may be adjusted in
the process the leader makes efforts to seek a suitable leadership style” (M_18).
Furthermore, the abilities of the leader, his understanding of the job he manages, as well as his
management experience, training and working history were also perceived to affect the selection of
leadership styles. One SME manager stressed “The leader‟s management capacity influences the
way he sets goals, develops strategies, selects the right leadership style to construct his personal
prestige” (M_46)
Especially, as shared by some SME managers in this study, the lessons learned, especially
management failures will make the leader aware of the need to change the management methods,
thereby selecting a leadership styles appropriate to himself, his employees and also his organization
to ensure management efficiency. For example, the autocratic style used had made the working
environment stressful, resulting in working performance reduction, then the leader would adjust his
managerial behaviors.
In addition, other factors related to the leaders themselves are claimed to affect the leadership
styles perceived by Vietnamese SME managers, such as the Emotional Quotient (EQ) (in particular
the abilities to identify, understand and successfully manage the emotions of the leaders and
subordinates - this is the foundation for the development of other skills); the listening and sharing
skills, the abilities to manage both people and work, the leadership motivations and experience; and
also the network of the leaders.
Following is the table summarizing perceptions of Vietnamese with regard to factors
influencing the selection of leadership styles in SMEs.
Table 1: Factors influencing the selection of leadership styles in SMEs perceived by
Vietnamese SME managers
Enterprise characteristics
Business fields/sectors
The firm size
The level of job pressure, the conflicts that may arise, the complexity of the tasks, the financial and technological
capabilities of enterprises
Organizational development Phases
The formation stage
The stability stage
Employee Characteristics
Working experience, job competency, job responsibilities, conceptual skills, and other employees’ abilities in
developing network and co-operating with other staff and managers
Leader Characteristics
Leader’s personalities
The abilities to master the job, management experiences, training and working history of leaders
The lessons learn and management failures in the past
The EQ, the listening and sharing skills, the abilities to manage both people and work, the leadership motivations and
experience; the networks of the leaders.
Source: Author
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5. IMPLICATIONS
As can be seen from the research findings, the appropriate selection of leadership style should
match with various factors related to business development phases, business activities, job features,
leader characteristics and employee qualities.
When it comes to the factor of business development phase, in the start-up phase, the
autocratic can be used. In the stable phase and growth phase, the democratic and laissez-faire
should be respectively used. Regarding the business activity, when the SME has the only one leader
and operates in manufacturing sector, the autocratic style seems to be suitable. For SMEs operating
in stable sectors and sectors which require innovation and creativity, the democratic and laissez-
faire should be considered.
In terms of job features, when the leader has no time and needs to make urgent decision, for
job which requires accuracy and promptness, at the beginning of working process, when re-
establishing business activities and putting pressure on employees, the autocratic leadership style
should be used. Meanwhile, for jobs involving collecting data and information, when establishing
business tactics or working process, when making important decisions to the benefit of many
people or when managerial problems arise in the enterprise, SME leader should utilize democratic
style. For work which could connect between responsibilities and benefits, work which is hard to
manage process, for remote management and when the leader can control the risks, the laissez-
faire could be used.
Regarding the employee qualities, when working with new employees, those who lack skills
and unqualified and who are stubborn, leaders should use autocratic leadership style. However,
employees with high responsibilities and concentration at work, the democratic seems to be
appropriate. Meanwhile, the laissez-faire style can be considered when working with employees
with high working capacity and good creativity and those with high responsibility, concentration at
work and want to be listened to.
Finally, as far as leader characteristics are concerned, leaders who have the capacity and
knowledge of the work, senior leaders who are the one comprehensively know about their task, and
leaders who are decisive may be suitable to the autocratic leadership style. New leaders and leaders
seeking consensus and higher effectiveness when implementing work tend to use democratic
leadership style. For leaders who can allocate and assign work effectively, who do not have
experience and expertise knowledge and who are the co-founders of the enterprise, they may think
of using laissez-faire leaders style.
Finally, regarding the employee qualities, when working with new employees, those who lack
skills and unqualified and who are stubborn, leaders should use autocratic leadership style.
However, employees with high responsibilities and concentration at work, the democratic seems to
be appropriate. Meanwhile, the laissez-faire style can be considered when working with employees
with high working capacity and good creativity and those with high responsibility, concentration at
work and want to be listened to.
As can be seen from the paper, the context of Vietnam and also the size of enterprises in
which managers in this study operate somewhat affect the selection of leadership style.
Accordingly, in Vietnamese culture, the power distance (one dimension in the model of Hofstede
66
(1987) is often great. The role of the leader, particularly his or her characteristics such as
personalities, management abilities have significant influence on the leadership style he or she
chooses, and then to the individual and organizational performance. Furthermore, in SMEs, the
relationship between the leaders and followers is normally personal and direct. Therefore, the
employees‟ features as well as their connection with other staff and managers should also be taken
into account when selecting proper leadership style.
As implied above, the selection of leadership style should be put in the consideration of
factors such as business development phases, business activity, job features, leader characteristics,
and employee qualities. However, in many cases, using only one leadership style is not likely to
bring the best effect for the business. Each leadership style can only be suitable for each stage of the
company's development, or each leadership style works only with some departments in the
company. Besides, it is not compulsory to use the same leadership style for the whole company.
The autocratic style can be used for one department while the democratic style should be used for
other departments in the same company.
6. CONCLUSION
The paper has provided the discussion on the factors influencing the selection of leadership
style in Vietnamese SMEs. The literature on the significance of leadership styles and the right
selection of leadership styles was firstly reviewed. The analysis on the qualitative data with 51 SME
managers was then provided, which is the foundation for the implications on the proper choice of
leadership styles in accordance with influential factors in SMEs. The paper has both practical
contribution in enhancing the management effectiveness of enterprises and theoretical contribution
in examining the selection of leadership style in developing countries such as Vietnam.
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LIST OF PARTICIPANTS
Code Gender
M_01 Male
M_02 Male
M_03 Male
Position
Director
Business fields
Construction consulting
Medical equipment business
Construction
Director
Director
M_04 Female Sales Head
Communication service
Real estate business
M_05 Male
M_06 Male
M_07 Male
M_08 Male
M_09 Male
M_10 Male
M_11 Male
Deputy Director
Deputy Director
Director
Warehouse, transportation - freight forwarding Services
Software, web design, hardware, computer programming Services
Producing construction materials from clay
Deputy Director
Director
Comprehensive Consultancies on Security and system integration
Producing and distributing electricity, gas, hot water, steam and air-conditioning
Food Wholesaler
Director
Sales Head
68
Code Gender
M_12 Male
M_13 Male
M_14 Male
M_15 Male
Position
Director
Business fields
Mining
Director
Chair
Wholesale of machines, equipment and spare parts
Architecture and technical consulting
Industrial equipment distribution
Nutritional foods
Director
M_16 Female Sales Head
M_17 Male Director
M_18 Female Deputy Director
Agricultural product manufacturing
Machine manufacturing
M_19 Male
M_20 Male
M_21 Male
Deputy Director
Director
Construction equipment supplier
Equipment wholesaler
Deputy Director
Fresh concrete supplier
M_22 Female Director
Producing cement, lime and plaster
Education
M_23 Female Deputy Director
M_24 Male
M_25 Male
M_26 Male
M_27 Male
M_28 Male
M_29 Male
M_30 Male
Director
Metal product manufacturing
Auto Agencies
Deputy Director
Sales Deputy Head Digital television service
Sales Head
Director
Producing paint
Producing products from plastic
Civil engineering construction
Commerce
Deputy Director
Director
M_31 Female Director
M_32 Male Director
Producing shoes
Short-stay services
M_33 Female Sales Head
Education
M_34 Female Deputy Director
Producing packaging from paper and paperboard
Urban investment and development
Paper Manufacturing
M_35 Male
M_36 Female Director
M_37 Male Director
M_38 Female Director
Director
Website design & promotion services
English Education
M_39 Male
HR Director
Education
M_40 Female Sales Head
Wholesale of computers, peripheral equipment and software
Mobile Marketing
M_41 Male
M_42 Male
Director
Deputy Director
Education - Training - Human resources
69
Code Gender
M_43 Male
M_44 Male
M_45 Male
M_46 Male
M_47 Male
M_48 Male
M_49 Male
M_50 Male
M_51 Male
Position
Director
Business fields
Organic food supplier
Director
Sales Head
Director
Director
Director
Director
Director
Director
Manufacturing, trading, importing and exporting Packaging
Transport Service
Producing products from wood, bamboo
Architectural and related technical consultancy
Provide products and services related to computers, equipment and components
Food wholesalers
Manufacturing all kinds of plastic molds, components, rolling door equipment
Website Design & Advertising
70
12 trang
16720
Free
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