THE RELATIONSHIP AMONG TRANSFORMATIONAL LEADERSHIP, EMPLOYEE-BASED BRAND VALUE, AND CORPORATE CULTURE AFFECTING EMPLOYEE ENGAGEMENT TO THE ORGANIZATION AT COMMERCIAL JOINT STOCK BANKS IN HO CHI MINH CITY

HO CHI MINH UNIVERSITY OF BANKING BUI THANH DANG THE RELATIONSHIP AMONG TRANSFORMATIONAL LEADERSHIP, EMPLOYEE-BASED BRAND VALUE, AND CORPORATE CULTURE AFFECTING EMPLOYEE ENGAGEMENT TO

HO CHI MINH UNIVERSITY OF BANKING

BUI THANH DANG

THE RELATIONSHIP AMONG TRANSFORMATIONAL LEADERSHIP, EMPLOYEE-BASED BRAND VALUE, AND CORPORATE CULTURE AFFECTING EMPLOYEE

ENGAGEMENT TO THE ORGANIZATION AT COMMERCIAL

JOINT STOCK BANKS IN HO CHI MINH CITY

DOCTORAL DISSERTATION SUMMARY

HO CHI MINH CITY, 2025

MINISTRY OF EDUCATION AND TRAINING THE STATE BANK OF VIET NAM

HO CHI MINH UNIVERSITY OF BANKING

BUI THANH DANG

THE RELATIONSHIP AMONG TRANSFORMATIONAL LEADERSHIP, EMPLOYEE-BASED BRAND VALUE, AND CORPORATE CULTURE AFFECTING EMPLOYEE

ENGAGEMENT TO THE ORGANIZATION AT COMMERCIAL

JOINT STOCK BANKS IN HO CHI MINH CITY

DOCTORAL DISSERTATION SUMMARY

Major: Business Administration

Code: 9340101

Scientific instructor 1: Associate Professor, PhD NGUYEN MINH TUAN

Scientific instructor 2: Associate Professor, PhD HOANG THI THANH HANG

HO CHI MINH CITY, 2025

CHAPTER 1: RESEARCH OVERVIEW

1.1 Reasons for choosing the topic

In today's era, any organization, business or agency to exist and develop long-term and sustainably requires the engagement of employees to the organization, a business is extremely important for the success of the unit because all operating results, business losses often have a part related to the lack of engagement, synchronization of employees with leaders, with the organization, a business or in other words, the absence, frequent change of jobs of employees with different organizations (Bennett et al., 2000) In contrast, employee commitment to the organization contributes to the results of profitable operations and business, and this is often reflected in the motivation to work, job satisfaction of each employee, and willingness to serve their unit or agency (Mowday et al., 1982; Bateman et al., 1984; Steers, R M., et al., 1978) This may help the leadership consider and perceive the success or failure of their unit or organization not only based on the way they use and exploit resources related to assets as well as the real capacity of each person, but also help them know how to stimulate their employee commitment to the organization to be as effective as expected (Nijhof et al., 1998) Therefore, Raju et al (1994) defined that the employee's engagement with the organization or enterprise are a factor that further promotes the attachment of each employee to that organization, bank or enterprise, and at the same time reflects that the employee wants to commit to and contribute to their unit, organization or enterprise for the longest time Therefore, the main purpose of an operator or administrator is to know how to care for and maintain a truly abundant workforce, with good capacity and moral qualities, to keep these employees in the agency, organization or enterprise (Allen et al., 1990) According to statistics from the State Bank of Vietnam, as of December 31,

2020, the number of employees working in the State Bank system was 6,871 people; in the credit institution system is 339,723 people, including: the commercial joint stock bank group has the highest number of employees (161,211 people); the state-owned commercial bank group has the second highest number of employees (110,947 people); next is the finance company (41,937 people) and finally the People's Credit Fund (14,500 people) The number on the books is like that, but the quality of human resources in the banking sector today is alarmingly lacking and weak Most of the

commercial joint stock bank groups with medium or lower scale have a lack of personnel at the executive management levels, leaders of the Blocks, leaders of branches and transaction offices In addition, the number is still lacking in terms of professional qualifications, the ability to self-analyze and evaluate, and understanding of laws related

to banks in particular and Vietnamese laws in general, and the skills to solve problems that occur in practice are still low and ineffective They only work as if they were doing their jobs, because they lack strategic vision, lack the ability to establish projects, calculate cash flow for projects, and lack civil skills including communication and interpersonal skills In addition, banking is one of the industries with a very large workforce due to the specific nature of the industry In fact, in recent times, the banking industry has witnessed a significant trend of fluctuations in human resources And one

of the main reasons is that the level of satisfaction in the working environment of employees in the banking industry is still very low, and there is a lack of engagement between the Board of Directors and employees According to the announcement of the Consulting Company on comprehensive solutions for human resource development after conducting a survey on human resource trends in the banking, financial services and insurance industries, the results of synthesizing the responses of more than 7,000 respondents and 35 large companies in the above industries, the attraction of talent has recently tended to decrease Today's workers are gradually losing interest and reducing job applications in all three industries of banking, finance and insurance And the rate of talent loss in the industry fluctuates from 3% -4% and if employees quit, about 32% of employees in the banking, financial services and insurance industries will consider moving to other industries that suit their strengths According to the survey data of Vietnam Prosperity Commercial Joint Stock Bank (VP Bank), the current alarming situation of human resources is that up to 90% of employees when surveyed said that they themselves recognized and saw a future career development at the bank; 92% of them are proud of their work, love their colleagues and 91% of them voluntarily work more than the assigned work However, in reality, the representative of human resource management of VP Bank also said that in the past, each bank employee usually worked for 5-6 years in a bank, then gradually reduced to 3-4 years And then by 2016, this number dropped sharply to only 2-3 years From these realities, banks are often caught

in a spiral of recruiting new personnel to meet the operational needs of the unit

Particularly at the Vietnam Bank for Agriculture and Rural Development (Agribank), statistics show that it is estimated that in the entire system from the beginning of 2014 to

2018, more than 900 employees quit their jobs and moved to other industries This has shown that in recent years, a significant number of Agribank employees lack motivation, enthusiasm for work, and long-term connection and commitment to the bank And if the above situation continues, sooner or later Agribank will gradually lose human resources, and the result will definitely be a lack of efficiency for Agribank (Le Hoang Thuya, 2021) Along with the trend of digital transformation (DT), the application of technology and information in the banking sector is progressively increasing, so the demand for digital skills as well as the level of digital technology application of employees in the bank needs to be focused on more than ever In particular, employees

in key departments of the bank such as: risk management department, technology department, information department, retail department, new services for customers, sales marketing,

Commercial Joint Stock Banks are not outside the flow of the above-mentioned changing trends in the process of operation and development Many management problems are posed to administrators, operators, and managers of Commercial Joint Stock Banks related to the style of transformational leadership (TL), building employee-based brand equity (EBBE), active digital transformation culture (DTC), or creating engagement for employees in organizations and enterprises with the ultimate goal of obtaining the best profits from the results of the organization's operations and business activities To solve these problems, we need to consider the relationship between TL, EBBE, DTC and how it affects the engagement of employees with organizations, businesses, and banks In order to find out the implications for management to contribute to the success of organizations, businesses, and banks through promoting sustainable competitive advantages through the textbooks of employees with those organizations, businesses, and banks Through a number of general reviews of related domestic and foreign studies, the author has not found any research work that mentions the relationship between TL, EBBE, DTC and how it affects the engagement of employees with organizations, businesses Therefore, the author researched and selected the topic "The relationship between TL, EBBE, DTC affects the engagement of employees with the organization at commercial banks in Ho Chi Minh City (HCMC)" to

conduct research with the aim of making recommendations on management implications

to contribute to the stable and sustainable development of commercial banks

1.2 Research objectives

1.2.1 General research objectives

To determine, measure the level of impact and provide implications and management policies on the relationship between TL, EBBE, and corporate culture affecting employee engagement with organizations at commercial banks in HCMC

1.2.2 Specific research objectives

Firstly, determine the research model of the relationship among TL, EBBE, and corporate culture affecting employee engagement with organizations

Secondly, measure the level of influence of TL factors, EBBE, and corporate culture affecting employee engagement with organizations at commercial banks in HCMC Thirdly, measure the level of impact of the moderating variable DT on the impact of

TL factors on employee engagement with the organization

Fourthly, propose some managerial implications to improve employee engagement with the organization

1.4 Research subjects and objects

The research subjects of doctoral dissertation (DD) are the relationship between

TL, EBBE, DTC and engagement of employees with the organization at commercial banks in HCMC

The research subjects are executives, managers and employees with labor contracts

of one year or more, currently working at some commercial banks in HCMC

1.5 Scope of the research

1.5.1 Scope of research content

Firstly, the topic does not research other leadership styles, only focuses on the relationship between TL, EBBE, DTC and engagement of employees with the organization, does not consider the process, branding strategy, DTC and other issues Secondly, for corporate culture, the DD topic focuses on DTC as a feature of corporate culture in the period of industrialization, abbreviated as DTC This is a period

in which the culture of almost all enterprises must constantly change according to the goal of digital transformation in line with the current trend in Vietnam

Thirdly, do not research on value added based on customer access and financial capacity of the company, but only focus on conducting value added research based on employees at that organization or enterprise

1.5.2 Scope of the research

In this research topic, the research was only conducted at commercial banks in the HCMC area, not at state-owned banks, 100% foreign-owned banks, foreign-owned banks in joint ventures with Vietnam The subjects for the survey are managers and employees with labor contracts working with banks with a seniority of one year or more, currently working at some commercial banks such as: ACB, LP Bank, Sacombank, Techcombank and VIB in the HCMC area

1.5.3 Scope of research time

Firstly, primary data was collected by the author during the period from July 2023

to March 2024

Secondly, secondary data was collected by the author during the period from 2019

to 2023

1.6 Research method

1.6.1 Method for conducting qualitative research

This method is implemented through synthesizing and selecting theoretical frameworks, as well as summarizing and synthesizing a number of studies that have content related to TL, EBBE, corporate culture, DTC, engagement of employees with organizations, DT to determine the relationship between factors in the research model Then, by interviewing, discussing in depth with experts and conducting group discussions to determine the model for research, then building the scale and finally designing the questionnaire to conduct the survey

1.6.2 Method for conducting quantitative research

Preliminary quantitative research is shown through a survey on a small sample to assess the reliability of the scale using Cronbach's Alpha coefficient and Exploratory Factor Analysis (EFA) to then calibrate the scale, forming an official survey to serve the official research with a large sample Official quantitative research is conducted by distributing survey forms to the surveyed subjects, then collecting the number of survey forms The author uses software (Statistical Package for the Social Sciences - SPSS) to evaluate the Cronbach's Alpha coefficient, and then analyze the exploratory factor (EFA) Then, through the analysis of cement structure software (Analysis of Moment Structures - AMOS) to analyze the confirmation factor (CFA) and analyze the linear structural model (SEM) to verify the theoretical model and hypotheses of the research topic

Practical and scientific contributions

1.7.1 Practical

The topic is an empirical evidence proving that the TL not only directly affects the engagement of employees with the organization but also through the intermediary factors of the DTC and EBBE affects the engagement of employees with the organization This shows that the TL plays a very important role in organizations, enterprises, and banks At the same time, the topic also provides some information and scientific arguments as a basis for leaders, executives, and bank managers to have proper strategic planning, orientation, construction and development to improve the engagement of employees with organizations, enterprises, and banks In addition, the results of the research also provide implications for management to help managers and executives have human resource policies that are most suitable for all employees of the organization or enterprise so that they understand and enthusiastically contribute and stay long-term with the bank, organization or enterprise

1.7.2 Science

The author has compiled a number of theoretical foundations and bases such as: the theory of collective labor, the theory of corporate culture focusing on DTC, the theory of EBBE, the theory of employee engagement with the organization, the concepts

of some domestic and foreign studies related to the content of the research topic In particular, the author has added the theory of corporate culture in the DT period,

abbreviated as DTC and DT pressure Adding this theory is necessary for organizations and enterprises in the context of digital transformation This can be considered a new theoretical contribution of DD In addition, the author also found the relationship between TL, EBBE, DTC affecting the engagement of employees with organizations at commercial banks in HCMC In addition to the factor of TL directly affecting the engagement of employees with organizations, the study also showed that TL also affects the engagement of employees with organizations through two intermediate variables DTC and EBBE In addition, the author also found the influence of the moderating variable DT on the relationship between TL and engagement of employees with organizations The topic is a supplementary study on organizational behavior in the banking sector in the context of rapid and strong application of digital technology as it is today DD also mentioned DT activities as a moderating variable in the process of impact of TL on the engagement of employees with organizations According to the author, the moderator variables of DT in this study are considered a gap that previous studies have not mentioned In addition, the basic theories of DD are systematized and updated and can be used as a reading material, a reference for subjects in the field of organizational behavior and also considered a reference for future graduate students to develop new research directions in line with economic and social development trends

CHAPTER 2: THEORETICAL BASIS AND RESEARCH MODEL

2.1 Theory of employee commitment to the organization

2.1.2 Some concepts of employee commitment to the organization

An employee with engagement, commitment to their organization or business is when they themselves are enthusiastic, dedicated to their work or engagement is when an individual is loyal, satisfied and truly makes every effort for the goals of the unit, organization, or business According to Kahn's research (1990), once an employee is deeply committed to the organization or business, they will express themselves physically, cognitively and emotionally in the process of performing their role Therefore, Kahn believes that if you want to maintain and improve the engagement of employees, you need to ensure 3 issues: the work must bring meaning and practical value; safety when working with the presence of others; having enough human resources ready to work for the bank According to the study of Mowday et al (1982), the definition of organizational commitment or organizational commitment for employees is a strong belief, acceptance of the goals and values of the organization, a willingness to promote, make efforts for the organization, and a certain desire to maintain members in the organization, business According to the analysis of Allen et al (1990), the employee's commitment to the organization, business is a psychological state that forces the individual to the organization, business, closely related to the decision to continue to be a member of the organization, business or not Next, according to the analysis and research

of Northcraft et al (1996), employee commitment is an expression of an individual's belief and loyalty to the values of an organization or business According to the research

of Berg et al (2003), employee commitment to organizations or businesses is the determination of an individual to actively participate in a specific organization or business According to the research of Ilies et al (2003), employee commitment is the act

of being ready to make every effort for the common development of the organization or business, aligning the goals of the organization or business with one's own goals According to the research topic of Robinson et al (2004), employee commitment is a positive attitude of that employee towards the organization or business and depends on the level of support they receive from the organization or business According to Sake's research (2006), " engagement is a positive attitude of employees towards the values and

activities of the organization and business"

2.2 Theory of transformational leadership

2.2.2 Concept of transformational leadership

To go deeper into leadership, we should also learn more about the concept of TL This concept was first mentioned in a book Leadership in 1978 by researcher James McGregor Burns The author defined that the TL style is "the leader and their associates work together to reach the heights of morality and motivation" Following Burns' idea, in

1985, Bernard M Bass developed and expanded the research model and clarified this TL style through the following characteristics: (1) being a model of integrity and fairness; (2) setting clear goals; (3) having high expectations; (4) guide people to look beyond their personal interests; (5) inspire people to gradually achieve the impossible It can be said that a leader pursuing a transformational style is someone who has a very far-sighted vision and looks at future trends to seize the opportunity to bring the unit, organization, or business to new heights Placing the organization or business in a market with fierce competition like today, the union leader is considered one of the most popular and effective leadership styles of organizations, businesses, and banks

2.3 Employee-based Brand Equity Theory

2.3.3 Employee-based Brand Equity Concept

From the conceptual terms of customer-based brand equity, King et al (2012) presented employee-based brand equity as the differential influence of brand knowledge

on the reflection of each employee on internal brand management According to Supornpraditchai et al (2007) based on the theory of cognitive psychology or signaling theory, employee-based brand equity is defined According to cognitive psychology, when an employee possesses information about the organization, business, company as well as during the process of working experience at the organization, business, it will lead

to the ability of the employee to apply this information to develop personal feelings, behaviors and attitudes towards the value of the organization, business According to the signal theory, it will be applied to explain the EBBE when employees are ready to leave their organizations and businesses just because of more attractive offers from other companies, organizations and businesses Once there is a situation of information asymmetry between the organization, business and employees, it is easy to cause instability, causing good employees to leave the old company to go to other businesses

and companies that are more suitable and more comfortable

Thus, the EBBE is considered and evaluated based on the perception of each employee, at the same time reflecting that employees grasp the messages from units, organizations and businesses and have clear information transmission between the organization, business and employees as well as the commitment of employees to be attached to that organization and business for a long time

2.4 Theory of Corporate Culture, DTC

2.4.2 Concept of Corporate Culture

Corporate culture is one of the relatively broad and very abstract concepts that many scientists have studied in terms of the definition of corporate culture according to each scientist's own perspective This has led to the creation of many significant differences in the way we approach corporate culture Many authors who have studied management and administration in detail believe that one of the important prerequisites for the success of

an organization or enterprise is the recognition and thorough understanding of the concept

of corporate culture by administrators and managers Only when such a thorough understanding is achieved can administrators and managers influence and encourage appropriate behaviors of members, thereby bringing outstanding success to their units, organizations and enterprises In parallel, corporate culture is also a concept with other names such as: Organizational culture or business culture This is truly a newly developed field, the theories are not yet complete, so the name, scope of research as well as the approach are not yet closely unified Some concepts of corporate culture such as: According to the research topic of Smircich (1983), it was stated that: "Culture is often defined as the glue or social norms that bind members of an organization or business together" According to the research of Chatman (1989); O'Reilly et al (1991) believe that: "Values and beliefs form the main elements in the concept of corporate culture" Although there is richness and diversity in the definitions, we can still see a very basic common point of corporate culture: shared values and beliefs According to Hofstede's (1991) study, "Corporate culture is a collective mental program that distinguishes members of one enterprise from another." According to Denison's (1996) study, it is reaffirmed and stated that culture is "the deep structure of organizations and enterprises, originating from the values, beliefs and assumptions shared by members of the organization and enterprise." In short, corporate culture is all the meanings, core beliefs,

values and systems of tangible expressions that organizations and enterprises have screened to put forth and apply in the process of operation, management and business to create a distinct identity of that organization, unit or enterprise

2.4.5 Digital Transformation Culture

DTC is an aspect of corporate culture in the DT period In the DT process, building

a digital culture has helped organizations and businesses create human resources with a creative breakthrough mindset, creating innovative digital initiatives with the ability to flexibly adapt to change, while also being ready to receive feedback to turn them into new opportunities to bring organizations and businesses to a new, higher position in the competitive market According to the scientific research of Jones et al (2021), when there

is a continuous change in technology and it can be applied to many different corporations, organizations and businesses, the difference that creates the success of organizations and businesses lies in the capabilities of organizations and businesses in coordinating and allocating human resources around the vision and beliefs shared by them In other words, digital culture plays a very important role in promoting and implementing the DT strategy

of organizations and enterprises According to the research of Hemerling et al (2018), digital culture represents the way organizations and enterprises operate and orient members to choose appropriate actions to promote the common goals and strategies of the organization and enterprise More precisely, digital culture is understood implicitly, the common values and ideas shared and implemented by members of organizations and enterprises in the DT process (Duerr et al., 2018) Some values that we can see in digital culture include: customer-centricity, using data in decisions, innovation, having an open culture, digital thinking, flexibility and cooperation with each other (Buvat et al., 2017)

2.5 Digital Transformation Theory

2.5.1 Concept of Digital Transformation

According to the research of Hess et al (2016), DT is a transformation and change related to changes in techniques and digital technology and can bring about new business models of organizations, enterprises, products or organizational structures, enterprises According to the research of Nadkarni et al (2021), DT is a change of organizations and enterprises and is enabled by digital-related technologies Therefore, it can be seen that

DT in organizations or enterprises is a process of changing the business model, processes, perceptions and culture of organizations and enterprises with the support of digital

technology According to Siebel's research (2019), the ultimate goal of DT in organizations and enterprises is to bring many high results to that organization or enterprise In other words, DT is understood as a whole process of operation, a synthesis

of methods and approaches that units, organizations and enterprises apply to transform all production and business activities towards digital application deployment, thereby further improving the efficiency and performance of work and improving the quality of services and operations of organizations and enterprises In addition, the concept of DT also has many different definition angles such as: According to Vial's research (2019), DT is a process of combining information, computer and communication technology with connectivity to create significant changes compared to its properties as well as aiming at the ultimate goal of improving an entity

2.6 Summary of some related studies

2.6.1 Some studies related to employee commitment to the organization

According to the study of Ha Nam Khanh Giao et al (2013), a study was conducted

on factors affecting employee commitment to the organization The results of the study included 5 factors that positively affected employee commitment to the organization, including: (1) Nature of work, (2) Relationship with colleagues, (3) Reputation of the school, (4) Salary and benefits, (5) Support from superiors However, the limitations of the study are: only research at one HCMC University of Banking, so the representativeness is low and the study was only conducted in the field of education, not the banking field According to the study of Nguyen Ngoc Duy Phuong et al (2018), research on factors affecting employee commitment to the organization The results of the study include 4 factors, which are: (1) Salary, benefits; (2) Leadership style; (3) Relationship with colleagues; (4) Career advancement opportunities According to the study of Smith & colleagues (1969), the study on the response of employees in their work and the attitudes of employees towards different aspects that exist in each of their jobs in organizations and businesses The measured results include 5 factors: (1) The nature of the work; (2) Opportunities for training for promotion in the job; (3) Relationship with superiors; (4) Relationship with colleagues and (5) Salary, benefits According to the research topic of Meyer et al (1991), the study on the components that make up the engagement of employees with organizations and businesses As a result of the study, the research team proposed three components of commitment, which are: (1) engagement for

emotion is the feeling of attachment to each other, identification and commitment to the organization, business; (2) engagement for maintenance is the employee's perception that they will lose a lot of money when they leave the organization, business; (3) engagement for morality is the feeling related to the obligation to continue with the job Sharing the same view with Meyer et al (1991), the study of Jaros et al (1993) also suggested that there are three components that form engagement: (1) Feelings with colleagues, organization, business; (2) Maintenance; and (3) Attachment for morality According to the study of Sake (2006) on the division of engagement of employees with organizations, businesses As a result of the research, the engagement are divided into two dimensions, including: (1) Attachment to work and (2) Attachment to organizations and businesses Through the above research summaries, the organizational attachment factor is directly affected by many external factors that stimulate employees to work so that they have the opportunity to develop their careers and improve work performance such as policies on remuneration, rewards, training, promotion and even the working environment, relationships with colleagues and leaders The shortcoming of the above studies is that they have not yet conducted research on the influence of EBBE, DTC under the regulation of DT activities This is considered as a gap that DD must research

2.6.2 Some studies related to transformational leadership

According to the study of Mai Thi Kieu Lan et al., (2021), the authors conducted a study on the impact of the TL style on the work results of employees in the hotel industry

A typical case study in Da Lat, Lam Dong The results of the study showed that managers and leaders must be passionate about their work and inspire, transmit that passion and inspiration to each of their employees Having inspiration to work will motivate employees to perform and operate outstanding work, achieve higher work performance, and devote themselves to the organization and business According to the research of scientists (Montano et al., 2017), it has been shown that TL is related to leadership, health, spirit and work efficiency in units, organizations and businesses And the results

of the comprehensive analysis from the perspective of occupational health to negative mental health states such as: symptoms of depression, burnout, full of stress and positively related to positive mental health such as: happiness or psychological activities According to the theory of TL developed by researcher James McGregor Burns in 1978 Then, in 1985, Bernard M Bass proposed methods to measure the success of this TL

style Bass's research model encouraged executives and leaders who demonstrated strong management skills, with the awareness that their employees would be able to follow them According to Bass's research, TL is divided into four different components, specifically as follows: (1) Intellectual stimulation: Executives, leaders, and transformational managers not only challenge the status quo but also encourage creativity

in them among their followers And managers and leaders always encourage followers to explore new ways of doing things and new opportunities to learn and follow (2) Consider personalization: TL also involves providing support and encouragement to individual followers to foster supportive relationships, TL leaders always keep the lines of communication open with each other so that their followers feel free to share their ideas and so that leaders and managers can give direct recognition for the unique contributions

of each follower (3) Strong motivation to inspire

Through the studies of some scientists mentioned above, the TL is studied according

to 4 components, including: intellectual stimulation, personal consideration, strong motivation to inspire, inspire and influence the ideal but there is no research topic on support, inspiration, vision with operators, leaders to transform to employees, workers In addition, the above studies have not studied the TL style expressed in the relationship between TL, DTC, EBBE affect the engagement of employees with the organization, and enterprise On the other hand, is the TL influence on the engagement of employees with the organization subject to the regulation and impact of the DT activities in the context of the strong development of the technology industry as today? This can be identified as one

of the research gaps, as a basis for building research hypotheses

2.6.3 Some studies related to employee-based brand equity

According to the research of Tran Dang Khoa (2017) with the research topic

"Measuring bank brand equity in the HCMC market" This scientific research was conducted to determine the components of brand equity from the perspective of customers in the banking and finance sector in the HCMC market The author used quantitative research methods to assess the reliability of the scales using coefficients: Cronbachs Alpha, exploratory factor analysis (EFA), confirmatory factor analysis (CFA) The author relied on the theoretical research model of researcher Aaker to build his own research hypothesis model with four components of brand equity The research was conducted with 173 customers who conducted transactions with banks in HCMC The

results of the research also identified four factors of brand equity, which are: (1) brand association and loyalty; (2) brand recognition; (3) brand service image and (4) brand differentiation recognition The results of this study can be used as a reference for value surveys, as well as applied to increase the value of brands in banks from the perspectives

of customers in the HCMC market According to the research topic of Nguyen Van Thuy

et al (2018), a study was conducted on "Factors affecting brand equity value A case study of commercial banks in Vietnam" conducted with 378 customers at 17 commercial banks in the HCMC area Based on other studies worldwide on brand equity, the researchers have built a research hypothesis model with five factors affecting brand equity including: (1) Brand awareness; (2) Brand loyalty; (3) Perceived quality; (4) Brand association and (5) Brand satisfaction And the results of the study showed that the factors

of brand awareness, brand loyalty, perceived quality, and brand association have an impact on brand equity in the banking sector In which, the factors of brand loyalty and brand association have the strongest impact This is considered the basis and foundation for managers and leaders of commercial banks to have the best solutions to increase brand equity value, thereby building, developing and maintaining sustainable customer trust in the organization and bank As in Vietnam, today in the world, there are many researchers who have conducted research on brand equity, which has appeared since the 90s of the

20th century with many different research perspectives But overall, brand equity is studied in three approaches, which are: the financial value-based approach; the customer-based approach; and the EBBE approach

Through the above studies, scientists have deeply studied EBBE to determine the influencing factors And the results of the research have shown that EBBE is often affected by a number of factors such as: brand awareness, brand loyalty, perceived quality, brand association, brand satisfaction, etc However, scientists have rarely developed research on the relationship between EBBE and other components such as: TL, DTC, engagement This can also be considered a gap as a basis for the author to conduct

a number of hypotheses in the research, as well as propose a model to conduct research in

my DD topic

2.6.4 Some domestic and foreign studies related to corporate culture

According to the research of Ha Nam Khanh Giao et al (2016); Tran Huu Ai et al (2015); Truong Hoang Lam et al (2012), it is shown that corporate culture has an impact

on the commitment of employees to the unit and organization Next, in the research of Nguyen Thi Ngoc Duyen (2020), it was also shown that corporate culture has a strong influence on the process of building and developing internal brands According to the research results, corporate culture includes five factors, including: (1) Working together

in groups; (2) Being rewarded and recognized; (3) Encouraging employee participation; (4) Focusing on training and development; (5) Encouraging innovation and risk taking For the whole world, there are many scientists who have researched corporate culture since the 20th century with many different perspectives and have become a topic that many scientific researchers pay attention to because of their great role in the operations of organizations and businesses Corporate culture can be viewed and understood in three different ways, including: (1) as a variable originating internally, from the working environment; (2) as an external variable but brought into the workplace; and (3) as a symbol of origin, meaning that culture is something that an organization or business has

or symbolizes that organization or business (Smirchich, 1983) According to the scientific research of Thompson et al (1990), it has been shown that culture is best understood through engagement because these perspectives together emphasize that culture is not a stable structure but rather a constantly evolving structure And the research of Thompson

et al (1999) focused on the relationship between corporate culture and EBBE in the service industry; Research by Carr et al (2003) argued that corporate culture has a direct relationship with the motivation to perform the work of employees; training and human resource development; employee satisfaction with the organization and business Scientific research by Suharti et al (2012) also showed that corporate culture has a positive relationship with the engagement of employees with the organization and business At the same time, corporate culture also makes employees more attached to the organization and business where they are working

2.6.5 Some domestic and foreign studies related to digital transformation culture

According to a survey by McKinsey (2016), culture is one of the biggest challenges for

DT in organizations and businesses, and lack of understanding and awareness of digital technologies will be the second biggest challenge In McKinsey's analysis based on consulting projects, it shows that nearly 70% of organizations and businesses that carry out digital transformation work fail due to a lack of clear digital culture, such as: lack of enthusiastic participation of each employee, lack of support from leaders or ineffective

cooperation between departments and functional departments as well as misunderstanding

of new digital strategic goals and lack of responsibility and concern According to research by Eva Hartl (2019), in the change of digital culture will be triggered by digital technology from both inside and outside Digital technology has changed the environment, forcing organizations and businesses to develop organizational and business cultures, allowing for operations in an increasingly volatile environment as well as creating conditions for new working methods, towards expectations that require cultural change The research results show that the digital culture change process or digital culture approach that organizations and businesses implement to manage the digital culture change program, including: characteristics of both the top-down planning approach and the emerging bottom-up approach While digital culture change is initiated from the top down with the goal of defining the desired outcomes, elements of the planned approach are not implemented as a linear project from A to B, but rather follow a dynamic approach, with the participation of each employee in adjusting the process from the bottom up, or elements of the emergent approach that are emphasized in the survey of units, organizations or businesses in the process of change Following this combined approach will ensure that organizations and businesses respond to and adapt to the demands of an ever-changing, volatile world Based on real-world data, Eva Hartl's (2019) research shows that the method of promoting digital culture in organizations and businesses has the same core ideas as the steps of the linear, planned approach to change Through the above domestic and foreign research summaries, the author finds that corporate culture in line with business strategy will play an extremely important role in creating textbooks for employees with organizations or businesses However, the current challenging context of digital transformation activities has also partly changed corporate culture There has been no research on the impact of DTC on engagement for employees with organizations Therefore, the author evaluates and considers that the research on corporate culture in the context of DT needs to be further studied This can be seen as a research gap that has been expanded as a basis and foundation for building a number of research hypotheses

2.6.6 Some domestic and foreign studies related to digital transformation

According to the scientific research of Nguyen Thi My Hang et al (2022), which was also conducted in the context of DT becoming an inevitable global trend, this will help