Exploring the organizational culture of public higher education institutions in Vietnam and its impact on faculty's turnover intention from faculty's perspective

As a result of the turnover of skilled and experienced staff, higher education institutions in Vietnam have faced many difficulties in their course of operation and growth. Therefore, the research aims to identify how the organizational culture of public higher education institutions in Vietnam influences the turnover intention of faculty members in these institutions. The research is expected to provide the scientific basis for institutions and relevant stakeholders to devise appropriate interventions to reduce the departure of competent staff. Future faculty members also have reference information to choose a suitable working environment. The study also attempts to enrich existing literature on matters relevant to the research topic such as turnover, turnover intention, organizational culture, and the relationship between organizational culture and turnover or turnover intention. In this research, qualitative methods are used, which can help the purposes of this study be fulfilled and the limitations of quantitative and mixed methods be addressed. Among various approaches, a single-case holistic type is chosen since it allows the complexity of a particular situation such as turnover intention or organizational culture to be taken into consideration. The result findings show that the organizational culture of public universities in Vietnam, in particular of teacher training institutions, is made up of many different dimensions and all three levels of these dimensions reflect certain features of organizational culture. Among the six dimensions of organizational culture, mission, socialization, information, strategy, and leadership are proven to have certain effects on lecturers’ intention to quit their organization while the dimension of environment is believed not to affect their work attitudes. The influence of organizational culture on faculty’s intention to quit their organization is indirect with varying degrees depending on each element of each dimension