The paper focuses on understanding fintech and the application of fintech in the banking sector in Vietnam. To solve this research objective, the authors analyze fintech development trends, especially the fintech application in the banking sector in Vietnam. To improve the quality of fintech services at banks, the authors conducted consideration of factors affecting customers’ intention to use fintech services. To accomplish this, the authors collected data through a survey of 620 customers of the banks located in Ho Chi Minh City – the largest economic center in Vietnam. For the analytical method, the authors used multivariate regression to estimate the research model. Research results show that fintech service is very important for the banking sector in Vietnam. Moreover, this paper has achieved great success by identifying the factors that influence customers’ intention to use fintech services. Accordingly, the intention to use fintech (INT) services is positively affected by the perception of usefulness (PU), social impact (SI), customer trust (TRU), and perceived ease of use (PEU). Based on the results of this study, bank managers will have a basis to improve the quality of fintech services. Not only that, the results of this study are also valuable for policymakers and researchers.

This study examines the current situation of responsibility accounting and proposed management solutions according to responsibility centers on public universities in Vietnam. The study applies quantitative research methods, and collected data through structured questionnaires to 138 public universities in Vietnam in 2019, receiving back 55 valid questionnaires. The data was cleaned and analyzed with SPSS software. The results show that most public universities in Vietnam assigned management responsibility to their departments, but responsibility accounting was not comprehensive since many universities are not financially autonomous. The Kruskal Wallis Test was conducted to compare the current situation of responsibility accounting among universities by the degree of autonomy and by geographic area. The research found out that totally autonomous universities assigned management responsibility to responsibility centers better than semiautonomous and non-autonomous universities did. Regarding the evaluation of management responsibility, universities in Central Vietnam rated specific quantitative criteria, residual income (RI) and returns on investment (ROI) higher than universities in the North and the South of Vietnam did. However, universities in the South of Vietnam rated the evaluation of profits by department higher than the rest. The study also suggests structure for establishing responsibility centers in accordance with public universities in Vietnam.

Research on employee commitment to the organization is necessary for human resource management, and the result is applied in practice to improve organizational effectiveness. The aim of the present study is to explore factors affecting organizational commitment at the small and medium-sized enterprises (SMEs) in Vietnam. Besides, the relationship between organizational commitment and job performance is examined as well. The research was conducted on a sample consisting of 67 white-collar workers and 260 blue-collar workers at SMEs. A total of 327 valid complete questionnaires were input into SPSS 20 database for processing to provide evidence. The research model and hypotheses were tested using the technique of the hierarchical multiple regression analysis. The research results revealed that income, reward and welfare, direct manager, working environment, coworker, and promotion opportunity tended to associate positively with organizational commitment. Besides, the finding also showed that, when the employee has a high organizational commitment, it would lead to high job performance. The main findings of this study provided some managerial implications for SMEs, in general, and managers, in particular. It implies that Vietnam’s small and medium-sized enterprises should improve these six factors to retain employees as well as enhance their job performance.