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Resilience and Performance Among Vietnamese Business Organizations in Turbulent Environments: How Do Digitalized Management Accounting Systems and Organizational Mindfulness Matter?

Author

Listed:
  • Bui Quang Hung
  • Tran Anh Hoa
  • Tu Thanh Hoai
  • Nguyen Phong Nguyen

Abstract

This study addresses the compelling need for emerging-market business organizations to excel in turbulent environments. Drawing upon a dynamic capability framework, we delve into organizational mindfulness, resilience, and performance dynamics within emerging-market contexts. Through a moderated mediation model, we investigate the impact of organizational mindfulness on organizational performance, which is mediated by organizational resilience. Additionally, we explore the moderating role of digitalized management accounting systems (MASs) use in enhancing the relationship between organizational mindfulness and organizational resilience. Utilizing partial least squares structural equation modeling (PLS-SEM), we analyze data from a two-phase survey involving 441 managers in Vietnamese organizations. Results confirm organizational resilience as a vital mediator between organizational mindfulness and organizational performance, and digitalized MAS use positively moderates the effect of organizational mindfulness on organizational resilience. This research adds to the literature on the interface between mindfulness and resilience and informs practical strategies for navigating uncertainty. By studying the interplay among mindfulness, resilience, and digitalization, we provide guidance for emerging-market organizations aiming to respond to environmental turbulence successfully.

Suggested Citation

  • Bui Quang Hung & Tran Anh Hoa & Tu Thanh Hoai & Nguyen Phong Nguyen, 2024. "Resilience and Performance Among Vietnamese Business Organizations in Turbulent Environments: How Do Digitalized Management Accounting Systems and Organizational Mindfulness Matter?," SAGE Open, , vol. 14(3), pages 21582440241, August.
    • Handle: RePEc:sae:sagope:v:14:y:2024:i:3:p:21582440241271225
    DOI: 10.1177/21582440241271225
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