Working in response to managerial controls under the influences of national culture: Vietnamese academics’ lived experiences.

This study investigates the nature of academic work in contemporary academia, which is set in an under-researched context, Vietnam. The research context is unique in its blending between long and rich cultural values and Western ideologies in management. The study examines how Vietnamese academics practice their academic roles in response to the interactions of those two domains. Avoiding the approach of seeking for evidence of negative impacts of managerial controls on aspects of academic life as commonly used in the existing literature, this study focuses on analysing the complexities in relationships of individual academics with management and other actors including managers, colleagues, students and scholar community. This approach is advanced in understanding both social and individual meanings in academic work as well as the social and cultural values which shape their perception of academic roles. The research enquiry of producing an insight into academics’ work life and experience in contemporary academia informs a qualitative and interpretive research. The findings suggest that the application of managerial controls is less challenged whilst highly accepted in Vietnamese higher education as a context under the influence of Confucianism. The evidence of academics’ compliance and collective actions underpinned by Vietnamese cultural values in this study offers to reconsider the discrepancy of the nature of these phenomena in the belief of the West and the East. The study’s exploration of being an academic as multi-layered meanings expanding from within and outside of university roles proposes academics’ potential strengths in coping with insecurity and ambiguity at work. It then sharpens the suggestion that contemporary management in higher education needs to be mindful of the emotional-related and meaningful nature of academic profession for the best outcomes of both individual work and organisational aims rather than relying on either soft or hard controls