The role of leadership in knowledge sharing of the university teachers a case study at the nguyen trai university

--- VŨ THỊ KIM OANH THE ROLE OF LEADERSHIP IN KNOWLEDGE SHARING OF THE UNIVERSITY TEACHERS: A CASE STUDY AT THE NGUYEN TRAI UNIVERSITY VAI TRÒ CỦA SỰ LÃNH ĐẠO TRONG CHIA SẺ TRI THỨC

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VŨ THỊ KIM OANH

THE ROLE OF LEADERSHIP IN KNOWLEDGE SHARING OF THE

UNIVERSITY TEACHERS:

A CASE STUDY AT THE NGUYEN TRAI UNIVERSITY

VAI TRÒ CỦA SỰ LÃNH ĐẠO TRONG CHIA SẺ TRI THỨC

CỦA CÁC GIẢNG VIÊN ĐẠI HỌC:

TRƯỜNG HỢP NGHIÊN CỨU TẠI ĐẠI HỌC NGUYỄN TRÃI

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

Hà Nội - 2017

-

VŨ THỊ KIM OANH

THE ROLE OF LEADERSHIP IN KNOWLEDGE SHARING OF THE

UNIVERSITY TEACHERS:

A CASE STUDY AT THE NGUYEN TRAI UNIVERSITY

VAI TRÒ CỦA SỰ LÃNH ĐẠO TRONG CHIA SẺ TRI THỨC

CỦA CÁC GIẢNG VIÊN ĐẠI HỌC:

TRƯỜNG HỢP NGHIÊN CỨU TẠI ĐẠI HỌC NGUYỄN TRÃI

Chuyên ngành: Quản trị kinh doanh

Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG

Hà Nội - 2017

DECLARATION

The author confirms that the research outcome in the thesis is the result of author’s independent work during study and research period and it is not yet published in other’s research and article

The other’s research result and documentation (extraction, table, figure, formula,and other document) used in the thesis are cited properly and the permission (if required) is given

The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration

Date: April, 20, 2017

ACKNOWLEDGEMENT

I have gained huge knowledge, skill and insights from my MBA course The course raises my capacity of administration and management up to the next level I am now very confident in my position of management I would like to extend my sincerest thanks and appreciation to all those who have made this Thesis to be possible

I woud like to express my great gratitude to my supervisor Nguyen Ngoc Thang for his useful comments, remarks and engagement during my process of doing this master thesis Also, tôi cũng xin chân thành cảm ơn các đồng nghiệp, lãnh đạo trường đại học Nguyễn Trãi, đã hỗ trợ trong việc cung cấp thông tin, số liệu, cũng như trả lời các câu hỏi khảo sát được đưa ra trong nghiên cứu, để tôi có thể hoàn thiện được nghiên cứu của mình

Sincere thanks are extended to the Faculty of International Training - Vietnam National University, Hanoi for equipping me with huge knowledge and skills through various interesting and practical subjects I also would like to thanks my classmates for their friendship and reciprocal encouragement to make our class time to be unforgettable time

Lastly, I would like to give my great thanks to my husband, my kids, and my family who always standby me during the past two years and encourages me to keep moving from the beginning of my study

The role of leadership in knowledge sharing of the university teachers:

A case study at the Nguyen Trai University

1 Summary of the results

In the educational environment, the issue of knowledge sharing is extremely important and has practical implications for the addition of professional knowledge, practical knowledge, enhancing teaching capacity and the quality of lecturers Therefore, the NUT also pay attentision on the sharing knowledge among faculty by organizing seminars and science activities at the school

However, due to not more concern the importance of the role of the leadership in knowledge sharing activities, the results of the knowledge sharing activities at NUT are still limited Thus, the author studies the role of leadership in knowledge sharing at NUT

To carry out this study, the author has systematized the theoretical foundation for knowledge sharing, factors that affect knowledge sharing, and choice of research models From that, based on the results of the survey, analyze the status of knowledge sharing and clarify the impact of factors on knowledge sharing at the NUT

The results show that the factors of Trust in leader; Leader – follwer relationship and Leaders behavior have positive effect on knowledge sharing Based on this analysis, the author proposes a group of solutions to enhance knowledge sharing in NUT in the future

2 Applicability in practice

With the results of the study, from the assessment of the situation and proposed solution based on regression results, combined with the opinions of the lecturers, NUT’s leaders, the author believes that, if the solutions are synchronized implemented, it will contribute significantly to improving the efficiency of knowledge sharing among the lecturers of the NUT

3 Further research orientations

Research will be improved further if additional factors can be added to knowledge sharing (such as factors belong to the lectuers, management policies, etc.) Therefore, the direction of the next study needs to explore more factors to make more detailed conclusions

At the same time, I would like to express my sincere thanks to my colleagues and leaders of Nguyen Trai University for providing me information, documents, surveys and suggestions to help me complete this research

TABLE OF CONTENT

DECLARATION i

ACKNOWLEDGEMENT ii

TABLE OF CONTENT iv

LIST OF TABLES vii

LIST OF FIRGURES viii

INTRODUCTION 1

CHAPTER 1: THEORICAL FRAMEWORK AND ASSESSMENT MODEL OF THE ROLE OF LEADERSHIP ON THE KNOWLEDGE SHARING 11

1.1 The knowledge definition 11

1.2 The definition of knowledge sharing 12

1.3 Factors affecting knowledge sharing 13

1.3.1 Belief 13

1.3.2 Communication 13

1.3.3 Leadership 14

1.3.4 Cohesion 14

1.3.5 Reward and incentive system 15

1.3.6 Information technology 15

1.4 The concept of leadership and the expression of the leadership 16

1.4.1 Concept 16

1.4.2 Expression of leadership 16

1.5 The role of leadership in knowledge sharing 17

1.6 Some empirical research model 18

1.6.1 The Billy Whisnant & Odai Khasawneh (2014) model 18

1.6.2 The Mansor và Kenny model (2013) 19

1.6.3 The Phuong, T.T.L and Thuy, N.N (2011) Model 21

1.6.4 Research model of Pham Anh Tuan (2013) 22

1.6.5 Research model of Lin 23

1.7 Proposed research model 24

1.8 Technical quantitative analysis 26

1.8.1 Adjustment and test the fit 26

1.8.2 Regression analysis 27

CHAPTER 2: CURRENT STATUS OF ROLE OF LEADERSHIP IN KNOWLEDGE SHARING OF TEACHERS AT NGUYEN TRAI UNIVERSITY 28

2.1 Overview of Nguyen Trai University 28

2.1.1 History and development 28

2.1.2 Structure and cultural characteristics 29

2.1.3 Scale of training and the quality of training these years 31

2.1.4 Characteristics of the leadership and lecturers of the university 36

2.2 The role of the leadership to share knowledge in the lecturers of Nguyen Trai University 37

2.2.1 Design scales 37

2.2.2 Adjustment and test the suitability of the scale 38

2.2.3 Some basic statistics 43

2.2.4 OLS regression analysis 52

2.2.5 Hypothesis test and the meaning 53

2.3 Group of promoting and inhibiting factors to the role of leaders to the knowledge sharing of the lecturers in the Nguyen Trai University 54

2.3.1 The promoting factors and causes 54

2.3.2 The inhibiting factors and causes 55

CHAPTER 3: SOLUTION TO PROMOTE KNOWLEDGE SHARING OF THE TEACHERS AT NGUYEN TRAI UNIVERSITY 57

3.1 Declaration of mission, vision and development orientations of Nguyen Trai University 57

3.2 Solutions to promote knowledge sharing among the lecturers of Nguyen Trai University 58

3.2.1 The basis for the proposed solution 58

3.2.2 Solutions for enhancing the role of the leader in the knowledge sharing 60

3.3 Recommendations 65

3.3.1 Recommendation to the Government and Ministry of Education and Training 65

3.3.2 Recommendation for the BOD of the NTU 65

CONCLUSIONS, CONTRIBUTIONS AND LIMITATIONS OF RESEARCH 66

REFERENCES 68

ANNEX 70

Annex 01: Questionnaire 70

Annex 02: Code 76

Annex 03: Survey results 77

LIST OF TABLES

Table 2.1 Scale of the training 32

Table 2.2 Code and study scales content 37

Table 2.3 Test the realiability of the scales on factor "Trust in Leaders" 39

Table 2.4 Test the realiability of the scales on factor "Leader - Follower relationship" 39

Table 2.5 Test the realiability of the scales on factor "Leader behavior" 40

Table 2.6 Test the realiability of the scales on factor " Knowledge sharing " 40

Table 2.7 Test on factor " Independent variables" 41

Table 2.8 Matrix rotation of independent variables 41

Table 2.9 Test on factor " Dependent variables" 42

Table 2.10 Matrix rotation of "dependent variables" 43

Table 2.11 Statistics on characteristics of respondents 43

Table 2.12 Evaluation of " Trust in Leaders" 46

Table 2.13 Evaluation of Leader - Follower relationship 48

Table 2.14 Evaluation of Leader Behavior 49

Table 2.15 Evaluation of knowledge sharing activities 51

Table 2.16 Parameter regression model 52

Table 2.17 Variance testing of the model 52

Table 2.18 Regression coefficient 53

Table 3.1 Basis for the proposed solution 58

LIST OF FIRGURES

Firgure 1.1: Theoretical model of knowledge sharing 19

Figure 2.2: The Mansor and Kenny model 21

Figure 2.3: The Phuong, T.T.L and Thuy, N.N model 22

Figure 2.4: The Pham A, T model 23

Figure 2.5: The Lin model 24

Figure 2.6: The proposed research model 26

Digram 2.1 Organizational Structure of Nguyen Trai University 29

Chart 2.1 Areas of NTU 34

Chart 2.2 Application oriented model 34

Chart 2.3 Graduation rate 35

INTRODUCTION

1 Rationale

The 21st century, after the era of information technology, human has entered the era

of innovation thinking and knowledged economy Today, it is quite simple if someone wants to learn about a specific field or certain information However, receiving information, and making that information, skill to become their own knowledge is not easy matter as the Enter button on the Google search It is natural hat, it depends on the capacity of the learners ( on every levels) and skills, sharing conditions of the teachers ( in all fields) in which, the sharing of knowledge is the key

"In recent years, the important role of the factors to receive and share knowledge with others in organizations, businesses and the whole of modern society is acknowledged

by many researchers"1 Obviously that, for an organization with a high level of knowledge, such as universities, research institutes, educational institutions knowledge sharing is even much more important In the higher educational environment, quality of education is always the decisive factor of success, reputation and development In this regard, the educational managers and scientific researchers have acknowledged the role of strategic vision, infrastructure, platform trainers and especially knowledge sharing The sharing

of knowledge is not only the viewing angle from the faculty to the students but also to

other teaching staffs in the faculty together, in which, the role of leadership is highly

valued in this process 2

So how to process knowledge sharing effectively, what factors affect the knowledge sharing? That is a question that many scientific researchers and educational administrators in the world try to find the answers However, with each different object, in different conditions and at different stages, the answers also have many interesting differences

In the current status of education in Viet Nam, the stable development and existence in the severe competitive environment of the universities depend heavily on the level of knowledge using in the organizations Many previous studies show that, the knowledge management system totally depends on technical features (information technology, infrastructure, supported equipments ) without concerned to other important

1 Quote part in the study of PGS Dr Nguyen Van Thang Managing Director of Institute of Asia - Pacific, National Economics University

2 Lu, L., Leung, K., and Koch, P.T (2006) Managerial Knowledge Sharing The role of individual, interpersonal and organizational

factors The modern knowledge management model absolutely needs the cooperation of staffs and opening environment of knowledge discussion and sharing, especially in universities In addition, the role of incentive regulations and leadership are major factors that would help promoting the knowledge sharing Knowledge sharing just be the best effective in the case of strictly relation to the organization and be encouraged to develop Therefore, knowledge sharing is very important for the universities Because, though many teachers (lecturers) have professional skills, rich of experiences of teaching content, teaching methods should be encouraging them to share for young teachers, quickly improvement the qualification level and skills, access to knowledges and experiences of the older generation In addition, updating new knowledge and sharing knowledge within teachers is neccesary to create a dynamic higher educational environment

At Nguyen Trai University - an young profession - oriented higher education university, improving the quality of education, qualifications, knowledge of the lecturers (teachers-in general) is a top priority task in the University's development To do this, teachers must implement effectively knowledge sharing among high - qualified lecturers with teaching staffs nearby Because, with uneven team qualifications (teaching experiences, knowledges and professional skills .), when the process of sharing knowledge between teachers effectively takes place, the quality of the teaching staff will

be enhanced And from there, the quality of education will soon achieve such statement by the Chairman of the Board " the biggest dream of my life is to help students succeed faster than their teachers"3

In recently years, at the Nguyen Trai University, there was lack of seminars, conferences, discussions to sharing knowledge This actual status is very worried situation that needs to be more consideration of all the lecturers, department leaders and university manager board To solve this current status, the manager board of the Nguyen Trai university specially needs critical evaluation informations, of which the role and impact of leadership factor is the most concerned Since then, the search for solutions to promote the knowledge sharing activities on a regular basis, more effective and step by step to set up it

as a specific culture of the Nguyen Trai university

Hence, finding out the factors that influence the process of knowledge sharing in the teaching staffs of the university will help somewhat to raise the level of teaching staffs and

3 Message from Chairman of the Management Board and mission announcement of NTU

support the development of the Nguyen Trai university Therefore, the author select the

research title of "The role of leadership in knowledge sharing of the university teachers:

A case study at the Nguyen Trai University" to fulfillment the master thesis

2 Literature review

Contents of research on knowledge sharing and knowledge creation is an array of research is quite new in the world since the term "age of information technology" was gradually replaced by the term "time era of knowledge economy " However, the studies were carried out in recent years are extremely rich and become a source of qualified references for researchers, managers are interested in this field It can be classified according to the following directions:

2.1 Foundation research

Among the research platform, Nonaka is regarded as the "father" of the theory and practice of innovation and knowledge sharing In his classic work4, Nonaka establish a model of knowledge creation process, which is based on that, a series of experimental studies later inherit The process of knowledge creation of Nonaka be summarized into four stages are:

Social communication (Socialization)

Externalization process (Externalization)

The process of combining (Conbination)

The process of internalizing (Internationalization)

Basically, Nonaka has designed innovative model called SECI as the above The results of this study are inherited thoroughly (and almost entirely) in future research It is a

particularly point that, in this model the role of leadership is recognized of in every

knowledge creation process (as well as sharing knowledge - a step in the creation of

knowledge)5

2.2 The theoretical research and model of knowledge sharing assessment

In this section, the author does not summarize all the theoretical researches have been done before This section is totally inherited from an essay of Seng Wang (2010) In this study, Seng Wang summed over 76 studies published since 1998 to 2010 The studies

4 This work has been quoted on international magazines ISSN by more than 6000 other researchers

5 See details in Nguyen Van Thang Nonaka's creative theory and applications in public organizations in Vietnam Institute of Southeast Asian Studies National Economics University 2014

were designed both by qualitative and quantitative methods to show the basic factors affecting knowledge sharing include:

• Group Organizational factors include: organizational culture, structure,

environment, perspective and style of management, rewards and incentives, facilities )

• Factors in a team: including team characteristics, diversification, social relations

• Factors of the culture

• Factors of the individual

• Groups of motivation factors: trust, benefits received, the attitude

The results summarized in the study by Seng Wang will be radically inherited in proposing the scale, adjust the scale, factor analysis in surveys and regression of the author in this study

2.3 Some typical quantitative research related intimately

In 2015, the authors Abdur-Rafiu, M A and Opesade, A O (2015) performed a study titled " Knowledge Sharing Behaviour of Academics in The Polytechnic Ibadan" This study conducted on a sample size of 235 teachers (scholars) of 5 different faculties of the Polytechnic Ibadan, based on behavioral theory (TPB-theory of planned behaviour) The study results showed that, the scholars of the Polytechnic Ibadan willing to share knowledge if both groups of factors promoting and hindering (inhibiting) are adequately addressed While behavioral and commitment is statistically to knowledge sharing, the

variable attitudes, beliefs, and the contents are non-statistically significant

However, limitations of this study is that the methods just is basic statistical This simple method may lead to biassed conclusion because regression analysis and correlation analysis on the modern regression model are not applied

A similar study was conducted by Goh See Kwong (2013) in Malaysia The author has done a research with the title "Knowledge sharing among Malaysian academics: Influence of affective commitment and trust" The research was done with the sample of

545 frequencies that belong to 30 different universities across Malaysia Research models are also designed based on the theory of behavior (TPB) This study is more comprehensive than study by Abdur-Rafiu, M A and Opesade, A O That cited a the regression model with high reliability technic At the same time, the conclusion of this study is completely different with Abdur-Rafiu study, M A and Opesade, A O when

author Goh See Kwong confirmed positive impact of the beliefs to knowledge sharing

intentions Additionally, authors reach a conclusion also extremely meaningful That is, scholars (lecturers) at private schools willing to share knowledge fewer than scholars in the public schools This conclusion is an interesting indication of future studies in my thesis Because, if this conclusion is true with university Nguyen Trai (knowledge sharing expectation in the Nguyen Trai University is low), then the University will have to do a lot

of solutions to promote this activity further

However, this study has some given limitations at the research data (as the authors have pointed out) That is, the authors used only the data at a time of the respondents on the whole territory of Malaysia (cross sectional data) but not verifiable relationships based

on time series data research

A study of the authors Islam, Z M, Hasan I, Ahmed, S U, and Ahmed, S M (2011) with service organizations were conducted in Bangladesh in 2011 The authors have had many interesting conclusions such as: the system of rewards and incentives is absolutely

no sense in terms of knowledge sharing6 Conversely, factors such as trust, connection

between the staff and the role of leadership positively affect (positively) to share

knowledge Conclusion of this research is quite unexpected However, it may be one of the study's limitations In fact, the authors conducted a survey with questionnaires to a large number of middle-level managers and senior (129 frequencies sample are satisfactory) This can be explained by differences in the conditions of individual knowledge sharing The senior managers (high-income) who have better social status of other employees According to Maslow's theory of needs, they obviously need social interaction and connection (rather than physical needs, financial needs) And therefore, reward or incentive would not the engine to share their knowledge On the other hand, the research model of the authors performed only with 4 variables (4 fators) and therefore, there can be a lack of explanatory variables (and affected to the conclusions)

In Vietnam, Dr Nguyen Van Thang (2014) is regarded as one of the leading researchers in this field In his study entitled "Theory of Knowledge Creation of Nonaka and applications in public organizations in Vietnam", the author has come to the conclusion: The sharing of knowledge has a direct impact on results of work of the staff in the public units in Vietnam In addition, the author Nguyen Van Thang said that the opportunity to experience the new job and formalize the instructor assignment of new staff

will increase knowledge sharing within the organization These conclusions are the basis for the expectation that, if finding out the specific impacts of the role of leadership in knowledge sharing at the University of Nguyen Trai, one may propose effective solutions for promoting knowledge sharing and improve the quality of education at the university, in general

In a study from 2007, the author Lin, H.F proposed a fairly simple and efficiency model in the evaluation intent to sharing knowledge In the model of Lin, the author only 3 factors proposed include: enjoy helping others, self-efficiency knowledge and support of senior managers, in which factors enjoy helping others has the greatest impact This

suggests that a friendly working environment and equality will be a prerequisite for

knowledge sharing within the organization

Thus, there are many theoretical and practical researches on the content of knowledge sharing within the organization have been made in Vietnam and around the world However, as most authors state, in each a different period, different organizational characteristics, different environment then the impact of each factor is also very different In particular, the leadership factor (which appears in most studies) are oftenly mentioned as a major factor The leadership factor is reflected in three aspects including leadership behavior, staff - leader (leader - follower) relationship and the trust in leaders With Nguyen Trai University, author of this thesis assert that there unprecedented studies have been performed with the same content And so, with the urgency of the topic and planned research model, the author committed to the new and different of this study (in terms of subject research, scope, context, data, )

The specific contents of the model and scale will be detailed in future studies Here just briefly identification of the intended model:

+ Towards the organization

+ Persuasive appointment (personnel)

+ Emotion healing

• Leader-follower relationship

+ Strengthening informal conversation

+ Close relationships with employees

+ Responsibility sharing

+ Empathy together

• Trust in leaders

+ Feeling confident because the leaders will understand the problems

+ Believe in the truth of the words of leaders

+ Believe that the leaders’ decision would benefit (good for staff)

• Knowledge sharing

+ Believe that they can share the knowledge

+ The leaders will apply the knowledge that was shared in the best way

+ Trust that the leaders fully appreciate the shared knowledge

+ Feeling responsible to share knowledge

+ Ready to share knowledge, information

+ Ready collaborate to share knowledge, information

+ Constantly searching and mining information together

3 Research objectives

3.1 Overall objective

This study aims to determine the influence of the factors include: leader behaviour, relationship leader-follower and trust with leaders to the knowledge sharing within lecturers of Nguyen Trai University, as the basis for the orientation of practical solutions to promote this activity at Nguyen Trai University

3.2 Specific objectives

• Overview the documents to specify the expression of knowledge, and knowledge sharing, the assessment model of knowledge sharing, the relationship between the leadership and knowledge sharing and select the research model;

• Accurately assess the influence of the factors: leader behaviour, relationship of leader-follower and trust in the leaders to the knowledge sharing within lecturers of Nguyen Trai University, specifying the factors to promote or to limit the activity of knowledge sharing in Nguyen Trai University

• Propose some solutions to support knowledge sharing activities within lecturers of Nguyen Trai University, improve the quality of teaching staffs and education quality of Nguyen Trai University

4 Objects of research

This research focus on the influence of the factors (selected) to the knowledge sharing within lecturers of Nguyen Trai University

5 Scope of research

Location: This study will be conducted at Nguyen Trai University in Hanoi

Time: This study is inplemented basing on the secondary data of Nguyen Trai University since 2014 to 12/2016 Primary data is collected through surveys by email and direct interviews with lecturers in April and May 2017 The survey respondents are faculty lecturers, back - office staffs and university managers in different levels

6 Research methodology

Three main methods are used in this study include:

• Qualitative methods: used in the research overview, orientation and scale factors, the proposed model selection, techniques and quantitative analysis selection

• Statistical method: use in analyzing the basic information about the team, demographics, qualifications, income of the secondary data collected from Nguyen Trai University The secondary data include: information of lecturers, educational results, konwledge sharing data of Nguyen Trai university since 2014-12/2016

• Quantitative Approach: the main method in this study include: design and

evaluation scale, exploring factor analysis (EFA), correlation analysis and regression analysis, using techniques OLS-based rules, SPSS 20.0 software The primary data is collected through surveys by email and direct interviews lecturers, faculty managers and university managers in April and May 2017

Sample size:

This study using the EFA and linerity regerssion analysis, the model include 4 variables (1 dependent variable, 3 explanatory variables) with total 20 indicators Thus, as the principle of 5 observations per indicator, the minimum sample size is 100 observations

In addition, in order to fit with the reserch objectives and high representative of the sample, the sampling method is choosen as “Stratified Random Sampling method”

Formula for sample size determination:

Sample size formula: n= {(1/N + (N-1)/N* 1/(p(1-p) * (e/ Z1 - &/2) 2 }-1

The minimum sample size as the (*) formula at least equal to 100

Scale: Use the Likert 5-levels scale to measure the criteria for the four variables (as indicated above) The criteria reflecting these four factors are inherited from Lin's 2007 study; Whisnant, B., & Khasawneh, O (2014)

7 Research structure

Thesis is structured in accordance with the following content:

FOREWORD

Chapter 1: Theorical framework and assessment model of the role of leadership for knowledge sharing

Chapter 2: Current status of role of leadership in knowledge sharing of the teachers at the Nguyen Trai University

Chapter 3: Solutions to promote knowledge sharing of the the teachers at the Nguyen Trai University

CONCLUSIONS, CONTRIBUTIONS AND LIMITATIONS OF RESEARCH

CHAPTER 1: THEORICAL FRAMEWORK AND ASSESSMENT MODEL OF THE ROLE OF LEADERSHIP ON THE KNOWLEDGE SHARING

1.1 The knowledge definition

Nonaka and Takeuchi (1995) define the knowledge as "the dynamic process of human beings to prove their personal beliefs about the truth Davenport and Prusak (1998) defined as “the knowledge is a collection of experience, value, information, to provide an assessment model that help to create new experiences and information They claim that

“knowledge is formed and be applied right in the minds of people In organizations, knowledge not only appears in documents but also in habits, working processes, practices, and quality (management) standards of the organization In addition, knowledge is the full use of information and data combined with the skills, ideas, intuition, commitment, and motivation of people

Knowledge is often confused with information, but the nature of knowledge and information are two completely different concepts (Gray, 2007) Information gathering data for a clearly identifying purpose while knowledge is seen as a process, motivation, ability and sharing of understanding In reality, people can easily share information but it is difficult to share knowledge with others Knowledge is the internal asset of the human being, depending on the circumstances, so it is completely different from the information

or data Malhotra (2000) argued that “the confusion between knowledge and information leads managers to spend a lot of time, effort and money investing in information technology but not achieve the results as expected” Knowledge is clearly defined as the internal property of the human being and is used in response to problems In other words, knowledge is the synthesis of information, data and experience

Martensson (2000) states that knowledge is a fundamental factor, helping organizations to create innovative products and services The most common definition of knowledge is "ideas or knowledge owned by an individual, used to perform effective actions to achieve an organization's goals."

A special feature for distinguishing the knowledge from other resources is the infinity of the knowledge that not be exhausted in using Though, more use of knowledge will make knowledge more plentiful The value of knowledge tends to be developed, popularized and used by many organizations Drucker (1994) concludes that knowledge is

the key resource for individuals and organizations (society in general) Factors of production processes such as land and labor, which often change (decrease) in quality and quantity during development Knowledge is considered to be a resource that is hard to copy This is a unique and special resource Unlike other resources, while capital (land, machinery, materials .) can be replaced, supplemented and multiplied, knowledge can only be replenished In the “knowledge economy”, knowledge is the key factor for organizational success (more important than other resource factors such as land, labor, capital, equipment, etc…) Experts conclude, knowledge and innovation are the core elements of success in today's economy Jain et al (2007) argue that "knowledge is an important input in most organizations because it allows organizations to grow and gain competitive advantage." Hsu (2006) confirmed that the knowledge helps organizations evaluate employees, helps employees do their work and creates competitive advantage for the organization Therefore, the effective exploitation and use of knowledge will help the organization to achieve the success

Kothuri (2002) emphasized that knowledge in the organization be considered as

“intellectual resource” and exists in the two main forms (existing and hidden) Existing knowledge is less dependent on people, can be systematized, measured, disseminated and store (including information and communication skills) and can be transfered to others The hidden knowledge depends very much on the individual and it can be created by processing information that combines knowledge and experience

In whatever form, knowledge is also accumulated through daily experiences that can

be shared in the interaction between individuals in the organization An important point is that the knowledge can be lost or leave the organization when that employee no longer works for the organization, or when the organization decides to change the structure of the workgroup or when the organizations apply the new knowledge into the process Hence, hidden knowledge is more strategic to the organization because it is created in specific situations (and events) during the work process (and, moreover, it is difficult to copy)

1.2 The definition of knowledge sharing

Knowledge sharing is defined as the exchange of the knowledge (skills, experiences…) among individuals in the organization (Tsui et al., 2006) Geraint (1998) argued that knowledge sharing can help employees share their understanding and experiences to help projects and plans to be completed quickly and cost-effectively In

addition, knowledge-sharing involves the individual in sharing with the organization information, ideas, suggestions, and proficiency to others

Maponya (2004) points out that empirical knowledge sharing is gained in the process

of working within and outside the organization If knowledge is available in the members, the organization will minimize duplicate decisions and solve the problem will be faster The effective knowledge sharing activities will help reuse the knowledge of each fish multiply and raise the knowledge to a new high plate

Tsui et al (2006) defined the mechanisms of knowledge sharing in organizations as follow:

- Contribute knowledge to the organization's database

- Knowledge sharing during formal and informal interaction with members inside and outside the teams

- Sharing knowledge in community activities

- Knowledge sharing may be visible or invisible Sharing of visible knowledge can

be realized in verbal communication, while invisible knowledge sharing can occur in social activities, observations or consultancy activities

1.3 Factors affecting knowledge sharing

1.3.1 Belief

Belief is defined as a positive and confident state of expectation of co-worker behavior in any situation (subjective, risk-taking from the partners) (M Baba , 1999) The level of belief (confidence) in the accuracy of shared knowledge depends entirely on the attitude and ability of the person sharing The higher the level of belief, the less doubt about the accuracy of knowledge will be reduced Consequently, the level of belief (or trust) will greatly influence the attitude of knowledge sharing (McEvily et al., 2003)

If one belief on their co-workers (partners), they will easy to accept the knowledge from colleagues because they believe that knowledge is good for them (Ching, 2003) According to Von Krogh (1998), the belief (and trust) and the openness in an organization would strengthening the intentions of knowledge sharing within the organization

Thus, beliefs have a direct effect on the knowledge sharing If the level of belief is high then the knowledge sharing is more effective and vice versa

1.3.2 Communication

Communication is defined as the interaction of individuals through direct talking and the use of body language during the interaction Interaction between individuals is supported by the organization's system (Al-Alawi et al., 2007)

Communication between colleagues in the organization is fundamental to encourage knowledge sharing (Smith and Rupp, 2002) If the knowledge sharing is promoted by an organization, that will promote the open discussions, enthusiastic discussions and meaningful to individuals (regardless of work positions), free to express their opinions on a variety of issues (Davenport and Prusak, 1998) Through practical activities, individuals can collect information and data from various groups, evaluate their opinions and point of views, and then convert that data and information to create a new knowledge for themselves Consequently, when the organization encourage openned discussions and talks among individuals, they can facilitate the sharing of knowledge easily and successfully, create new knowledge and minimize the costs of testing and remediation

From the above theory, there is a positive influence between communication with knowledge sharing If communication is more effective, knowledge sharing is more effective too

1.3.3 Leadership

The leadership of senior managers refers to the process of impact, that affects others

to achieve the desired purpose The leader plays a guiding role in the knowledge sharing process (Zahidul et al., 2011) A leadership style is the behaviour a leader exhibits while guiding organizational members in appropriate directions

A leader group is a group of individuals at the highest positions of an organization that is responsible for management and decisions in the organizational operations In the process of building values for the organization, leaders influence the employees they manage by creating and maintaining the values and beliefs of the organization (Lin, 2007) According to Yu et al (2004), the support and concern of the leaders will affect employee perceptions of knowledge sharing Therefore, the leadership plays an important role in the knowledge sharing of individuals in the organization

1.3.4 Cohesion

Lee (2001) argues that knowledge sharing is the process of transmitting or popularing knowledge from one person (group, or an organization) to others The organization always encourages the cohesion and open communication between units in the organization The high level of cohesion will build the belief (trust) within individuals (Wuyts and Geyskens, 2005) Cohesion promotes communication and knowledge sharing within the organization In addition, the cohesion is also an important signal for partners to

see the willingness to communicate and exchange information and knowledge that facilitate the acquisition of knowledge more easily

Nyagavaf et al (2010) concluded that when one person shares important knowledge with others, it is the motivate for partners to share the knowledge back If the level of cohesion is high, it means the employees will be eager to work and the working attitude in the organization will also be extremely professional

Thus, cohesion is one of the factors that influence knowledge sharing in the organization If the cohesion in the organization is higher then the knowledge sharing is more effective

1.3.5 Reward and incentive system

Rewards, including money and other incentives, are the center of employee motivation to follow the individual career goals In the knowledge sharing process, the reward system has a "close, and tied relationship with the employee's profession" (Davenport et al., 1998) A good (attractive) reward system will motivate individuals to perform their work smoothly, which is an important tool in evaluating behavior and motivating work (Wei et al., 2012)

The level of knowledge sharing within an organization is entirely depend on whether the employee expects the rewards they receive (more or less), such as financial rewards, promotions, and opportunities However, too much depend on reward system to stimulate knowledge sharing is also more risky when employees overemphasize the reward than the knowledge they share

Leonard (1995) argues that organizational reward systems can make knowledge sharing easier The incentive system should be implemented to boost employees' motivation for taking the time to create new knowledge, share their knowledge and help others (Argote and Epple, 1990)

From the above theories, we can confirm the existence of the relationship between reward system and knowledge sharing If the reward system is good (attractive) then the more knowledge will be shared and vice versa

1.3.6 Information technology

Information technology is a very important tool in operating system Information technology (IT) facilitates the sharing of knowledge within the organization Information technology is an indispensable element in the knowledge sharing Organizations use

information technology in various forms to manage their knowledge, especially for storage and transmission (Egbu and Botri etherill, 2002)

According to Bock et al (2006), IT applications have important implications for the organization's knowledge-sharing capacity In the period of technological booming today, the role of information technology has been increasingly enhanced Information technology is not only a tool for organizations to store data, but also to connect people, organizations (economies, countries ) together

Akamavi and Kimble (2005) conclude that information technology plays an important role in knowledge sharing as it helps to overcome the distances of time and space DeSouza and Awazu (2003) argue that IT infrastructure can break geographic boundaries, allowing employees to benefit from the others of the organization or anywhere The role of information technology is particularly important for knowledge sharing activities in educational institutions

IT also has certain limitations in knowledge sharing A good technical infrastructure depends on the values of the contents (that the IT containt) and the relationships A good

IT system must be easy to use with everyone and the results should be really useful According to Bock et al (2006), information technology can be seen as useful conditions promote knowledge sharing within the organization

1.4 The concept of leadership and the expression of the leadership

1.4.1 Concept

Leadership is the process by which a person influences others to accomplish a particular goal, and directs the organization toward a closed coherence In addition, leadership is a process by which the leader influences a group of individuals to achieve a common goal (Northouse, 2007)

The US military has also defined the leadership One of the definitions they give about leadership is: “Leadership is the process by which a soldier influences other soldiers

to complete a task” (U.S Army, 1983)

Thus, the definitions have one thing in common - one affects others in order to achieve specific goals The leader conducts this influence process by applying their knowledge and leadership skills, also known as the leadership process (Jago, 1982)

1.4.2 Expression of leadership

According to U.S Army (1983), there are four main manifestations of leadership:

- Ability to lead

The success of an organization is not entirely determined by the leader but by the members of the organization If the members do not trust (or doubt) the ability of the leader, they will feel lack of motivation to work and not confident to succeed So, the leader must be able to convince the members that he (or she) is a bright (talented) leader who deserves to be trusted

- Observation

Each employee in the organization fits in with a different leadership style A new employee must be closer supervision than a seniority one Otherwise, a lack of motivation employee must be managed by a different approach from a motivated person In order to

be good leader, firstly, the leader have to understand the personality of employees: what they need, how they feel and what makes them more motivated to work In other words, the expression of leadership is “what they know and what they can do” This can be achieved through the observation of the leader

- Communication

Leadership is expressed through communication and communication The content and manner of communication will directly affect the relationship between leaders and employees

- Identify situations

One of the most important expressions of leadership is the ability to recognize and handle situations Therefore, the leader must use this ability to evaluate and decide the best action for each situation

1.5 The role of leadership in knowledge sharing

In reality, knowledge often exists in each people individually, that be formed through their own information-gathering process and can only be used by the themselves

No one can use that knowledge if they do not share it In order to made the individual knowledge become an organization's knowledge asset (so that everyone can work together for common development), it is necessary to have a mechanism, process of creating, preserving, dividing the knowledge sharing within each organization To do this, the role

of leadership is extremely important Leadership not only encourages members in organization to share knowledge, but also actively participates in knowledge sharing and the development of internal knowledge resources (via internal conferences ) This

leadership process not only enriches the knowledge of individuals, but also motivates the continuous learning of each employee

Researchers and large organizations in the world have summarized some experiences to enhance the role of leadership in knowledge sharing as follows:

- The policies and the knowledge management (and sharing) procedures are neccessary to be documented to for not being misunderstood and easy to find out where the mistake occure

- Building a unified document system to share knowledge It is not easy to transfer the knowledge to the other people By demonstrating that knowledge through writing materials, exchanging leadership factor in the organization will improve the common knowledge base and documentation system

- Focus on training activities in order to transfer knowledge Experienced people should

be encouraged and high responsibility of sharing and guiding the less experienced people In addition, organizations can take advantage of the knowledge of other organizations

- Continuously update new information and learn from past experience and the experience of other organizations

- Interested in human resource development: Knowledge is a special product of human Only human beings can produce knowledge and only humans are capable of manipulating that knowledge to continue to create new knowledge Leadership in the organization should give priority to develop the human resource (rational recruitment, continuous training, appropriate compensation)

- Application of IT: In order promotes the knowledge sharing activities to take place effectively, the role of IT is enormous IT plays a supporting role, making it easier to share, store, update Moreover, knowledge is continually created, which makes the knowledge of the human being become more and more huge Only new IT enables to store, classify, update, share, and develop in a timely manner Especially in the new era (the era of intelligence or the fourth technology revolution), IT is a decisive factor in the success of any organization

1.6 Some empirical research model

1.6.1 The Billy Whisnant & Odai Khasawneh (2014) model

Billy Whisnant & Odai Khasawneh (2014) had built a model that measure the impact of leadership on knowledge sharing within the organization The research model was verified by the authors with the data from Western US organizations

The data was collected by the authors, by using SPSS software, the authors determine the reliability and correlations of scale Research results show the role of leadership in knowledge sharing, including: leadership behavior, leadership relationships, and trust with leaders The leadership behavior include: altruism, wisdom, management style and persuasion At the same time, leadership relationships include: regular communication, empathy, shared experiences, shared responsibility The model as the follow:

Firgure 1.1: Theoretical model of knowledge sharing

(Source: Billy Whisnant & Odai Khasawneh, 2014)

1.6.2 The Mansor và Kenny model (2013)

Mansor and Kenny (2013) have developed a model for assessing the factors that affect the knowledge sharing As suggested by the author, the demographic factors of the employee (gender, age, education, jobs, place of work…) is an important factor affecting the knowledge sharing In addition, the author suggested other factors that affect knowledge sharing: organizational culture (including beliefs, learning, motivation), reward systems (including materials and spirits), personal knowledge and the cohesion

The research results show that, except for the demographic factors, the remaining factors play an important role in knowledge sharing

At first, the "learning" factor is seen as an opportunity for organizations to develop because it brings about good communication within the organization, so this factor needs

to be promoted within the organization (Ismail and Yusof, 2009) This shows that the promotion of learning in the organization will greatly support the sharing of knowledge

The second, the "innovation" factor is considered an important task for managers in knowledge sharing to diversify the organization's culture This allows managers to easily build programs to maintain knowledge sharing and achieve the organization's common goals (Ju et al., 2006) Knowledge management strategies are primarily based on innovation in management, so it is important to pay attention to the issues of finance, technology, the working environment, improvements in performance, and job satisfaction

The "support for co-workers" factor has also been confirmed by Wei et al (2012) for the interaction among employees This is a positive factor that influences knowledge sharing However, it is important to realize the motivate of employees so that, they shape voluntary and positive thinking of the knowledge sharing Employees should consider the issue of knowledge sharing as a culture of the organization Because when employees see co-workers as the teammates, they will help each other accomplish their tasks as well as easy to share the knowledge (Ju et al., 2006)

The "cohesion" factor also plays an important role because the dedication of workers to the organization is a core issue in the formation of knowledge sharing (Hassan and AL-Hakim, 2011) When the degree of engagement is high, employees will have a longer and more professional need of the organization Then, sharing knowledge

in the organization will be easier and more effective In addition, cohesive workers will

be more productive and, at the same time, more willing to share knowledge (Hislop, 2002) Thus, cohesion is considered to be an important aspect in the consideration of knowledge sharing

Figure 2.2: The Mansor and Kenny model

(Source: Mansor and Kenny, 2013)

1.6.3 The Phuong, T.T.L and Thuy, N.N (2011) Model

The research of Phuong, T.T.L and Thuy, N.N (2011) was performed to assess the

factors that influence the doctor's intention to share knowledge in the hospitals on the area

of Ho Chi Minh city According to the authors, professional fostering in the medical profession is a frequent and long-term requirement In addition to formal courses, physicians must learn from colleagues in the process of working to develop personal skills and knowledge This learning is achieved only by the sharing of knowledge from others From this perspective, the authors applied behavioral theory (Theory of Planned Behavior – TPB) to study factors influencing the intention of the knowledge sharing among the doctors through direct interviews 210 doctors working in HCMC

The results of this study (with adjusted coefficient of R2 is 50.8%) suggest that the most influential factor to the knowledge sharing of doctors is " Perception of knowledge sharing" (β = 0.446) Next is "control of knowledge sharing" (β = 0.294) Two other factors are "influence of the leader" (β = 0.128) and "influence of colleagues" (β = 0.118) In addition, other factors include "desire to build relationships," "confidence in personal knowledge," and "believe in colleagues" also have different levels of influence on the intention to share the knowledge The authors present the research model as follows:

Figure 2.3: The Phuong, T.T.L and Thuy, N.N model

(Source: Phuong, T.T.L and Thuy, N.N, 2011)

1.6.4 Research model of Pham Anh Tuan (2013)

The author uses both qualitative and quantitative research methods to identify the determinants of knowledge sharing within the organization Qualitative research methods were conducted through in-depth interviews (business leaders) and case studies The quantitative method is performed with the information collected by a survey form Using the SPSS software to analyze the collected data The survey sample includes 142 enterprises, most of them are medium and large, in different industries in Hanoi and Ho Chi Minh City

Through the literature review, the author identified the research gap and proposed a model for implementation In addition, through a case study in two IT firms, the author

Believe in colleagues

Confidence in personal

knowledge

Perception of knowledge sharing

Control of knowledge

sharing

Influence of the leader (and collegues) Desire to build

modified the regression model to match the business characteristics in the sample After choosing the model, the scales are designed and tested for reliability The research model is summarized as follows:

Figure 2.4: The Pham A, T model

(Source: Pham, A T, 2013)

1.6.5 Research model of Lin

The study sets out to examine the influence of individual factors (enjoyment in helping others and knowledge self-efficacy).That means that confident employees with the ability to share useful knowledge for the organization will have a stronger impact in sharing knowledge with colleagues Organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge sharing processes leads to superior firm innovation capability

The "top management support" factor will also affect employee knowledge sharing behavior Therefore, managers should realize that the organization's rewards are only temporarily in the short term In addition to encouraging employees through rewarding, managers need to create an interactive environment conducive to employees

Most of employees agree that "information technology" helps them a lot in acquiring knowledge but it does not completely affect the knowledge sharing This can be

explained by the fact that, the organization tends to choose to use knowledge for personal purposes rather than to build “the knowledge assets” for the organization In addition, using IT to transmit knowledge is not straightforward Investing in "personal knowledge"

is not sufficient to support the sharing of knowledge Because that, one can provide the right to access to knowledge but other can not use that knowledge (property right) Another way to explain that is, knowledge sharing involves the interaction between people and society, not simply the use of "personal knowledge"

Because the research just focuses on theories concerning knowledge sharing and organizational innovation, it ignores other factors such as the communication environment, employee cohesion, belief in evaluating the impact on knowledge sharing

Figure 2.5: The Lin model (Source: Lin, 2007)

1.7 Proposed research model

After reviewing some previous models of factors influencing knowledge sharing in the organization, the author decides to inherit the model of Billy Whisnant & Odai Khasawneh (2014) to conduct research for the following reasons:

Firstly, the model of Billy Whisnant & Odai Khasawneh (2014) focuses on evaluating the impact of leadership (alone) on knowledge sharing (while other models evaluate the aggregation of all factors that affect knowledge sharing) Therefore, the model

of Billy Whisnant & Odai Khasawneh (2014) is the most suitable model for this research (assessing the role of leaders with knowledge sharing)

Secondly, the research model by Billy Whisnant & Odai Khasawneh (2014) is the most recent research (therefore, this model ensures the most up-to-date literature and methodology)

Thirdly, this research model is based on data collection conducted in the western

US Therefore, the scope of research is wide enough to ensure the reliability of the model

However, in order to have appropriate variables that suitable with the characteristics of Nguyen Trai University, and to create new points compared to previous studies, the author will adjust the variables in the model of Billy Whisnant & Odai Khasawneh (2014) The new variables identified in this research are as follows:

Billy Whisnant & Odai Khasawneh

Towards the organization Leadership style

Persuasive appointment (personnel) Wisdom

Responsibility sharing Leader – Follower

relationship

Strengthening informal conversation Communication

Close relationships with employees Leadership style

Responsibility sharing Responsibility sharing

Trust in Leaders Feeling confident because the leaders

will understand the problems

Thus, the author proposed the research model as follows:

Figure 2.6: The proposed research model

1.8 Technical quantitative analysis

1.8.1 Adjustment and test the fit

- Test for the reliability of scales

The main idea of this topic aims to verify the reliability of the scales and adjust the measurement scales The two tools: using the Cronbach's Alpha coefficient and the Exploratory Factor Analysis (EFA) that will help to achieve the goal The Cronbach's Alpha is used to test the reliability of variables that be used to measure each factor of knowledge sharing Uncertainty variables will be excluded from the scales (and will not appear in the factor analysis) In the experimental studies, if one variable that has a correlation coefficient less than 0.3, that variable will be eliminated out of the research (Cronbach's Alpha less than 0.7 Hoang Trong and Chu Nguyen Mong Ngoc, 2008) After eliminating variables that do not guarantee the reliability, retained variables will be studied through exploratory factor analysis (EFA) to answer the question of whether the factors (indicators) can be compacted into a variable to consider

- Exploratory Factor Analysis

The Kaiser-Meyer-Olkin (KMO) index is used to measure the accuracy of EFA If the value of KMO is large enough (from 0.5 to 1), the EFA will fit to analysis Bartlet test give out the Sig < 0.05 imply that at level of significant, the analysis results are reliable If this test is significant (Sig <0.05), the observed variables are correlated with the population variable (Hoang Trong and Chu Nguyen Mong Ngoc, 2008) Cumulative of Variance Extracted and Eigenvalues of the factors

Variables (and scales) continue to be tested for reliability through the factor loading coefficient Variables that have the factors loading less than 0.5 would be excluded from the study (Hair et al., 1998) The analysis and the use of the factor loading in the scale evaluation was extracted from the study of Nguyen Dinh Tho (2011)

1.8.2 Regression analysis

Firstly, using the correlation analysis to examine the correlation coefficient between knowledge sharing (in general) and selected variables Next, the Ordinal Least Squares (OLS) multivariate regression analysis was performed (using the Enter variable selection technique) The adjusted R-squared coefficient is used to determine the fit of the model, the F test used to confirm the model's scalability applies to the population (as well

as the t-test to reject the hypothesis that all the coefficients are zero)

Finally, in order to ensure that the regression function is appropriate, a series of tests intended to eliminate the violations of the assumptions needed in linear regression are also performed Assumptions tested in this section include the residual independence (Durbin-Watson test), multi-collinearity (tolerance test), and Variance Inflation Factor (VIF test)

CHAPTER 2: CURRENT STATUS OF ROLE OF LEADERSHIP IN

KNOWLEDGE SHARING OF TEACHERS AT NGUYEN TRAI UNIVERSITY

2.1 Overview of Nguyen Trai University

2.1.1 History and development

Nguyen Trai University (NTU) was established under the Prime Minister's Decision No 183 / QD-TTg signed on 5 February 2008 Originating from the grateful to sacrificed soliders during the national defense war against American salvation, investors spent a large of fund to establish the NTU, attracting workforce (enthusiasm and experience) for implementing training, building the reputation of Nguyen Trai University

in the education system of Vietnam

In the development strategy developed by the NTU’s board, the vision of the NTU that to the year 2020 is “become a high quality human resource training unit, developing undergraduate and postgraduate training towards international standards, Oriented development in the academic direction, creating a culture of honesty and humanity, contributing to the development of the education system in Vietnam, increase the quality as the international standards” Currently, the NTU's operating model is non-public, financially self-reliant, self-responsible in all its activities

Head office: 266 Doi Can Street, Ba Dinh, Hanoi

2.1.2 Structure and cultural characteristics

2.1.2.1 Organizational Structure

Digram 2.1 Organizational Structure of Nguyen Trai University

2.1.2.2 Cutural Characteristic

Vision

Become a multidisciplinary institute of higher and postgraduate education, high quality, top of the leading universities of Vietnam, international standards, have contributed significantly to the development of the knowledge economy of Vietnam

Mission

Organize training in close association with enterprises, link training with practices Create dynamic people with, foreign language skills, teamwork skills and other personal skills, have competitive abilities in the job market in Vietnam and in the region

Core values

High quality

NTU commit to provide the high quality products of training services that meet regional and international standards, that be shown in the training process, teaching methodology and quality of graduates High quality is the criterion and driving force for all activities of all staffs and lecturers of the University for the purpose of helping students to have the knowledge and skills as the requirement of the employers

Creative

NTU is an environment that encourages creativity Innovative ideas, renovation, and innovative solutions are always encouraged and supported in all the activities of: the management, teaching method and learning processes of students Students are learning in

an experiential environment, developing self-control and soft skills and become a dynamic and active person

Responsibility

All members of NTU (lecturers, students, managers and officers) have a high social responsibility to train students who are responsible for themselves, their families and society The attitude of self-responsibility in all activities, results that are taking place in work as well as in the mind of lecturers, students is the special point in the culture of NTU NTU is a big home for those who want to devote themselves to the mission of educating and training the young generation

International standards

The foundation for the sustainable development of the NTU is a combination of basic contents including: NTU's environment and culture, society, economy and development policy Expanding international cooperation, technology transfer (in