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The Impact of Data-Driven Culture on Innovation and Firm Performance: Evidence from Vietnamese Enterprises

In: Vietnamese Business and Sustainable Development in a Globalized and Digitalized Era

Author

Listed:
  • Nguyen Viet Long

    (University Board of Trustees, Thu Dau Mot University)

  • Ming-Leng Yeh

    (Chung Hua University, Department of Management, College of Management)

  • Nguyen Huynh Thanh Truc

    (Chung Hua University, Department of Management, College of Management)

Abstract

Data-driven culture has become a key organisational capability for enhancing innovation and firm performance. This study examines the role of data-driven culture in shaping firm ecosystem scanning, product and process innovation, firm performance, and competitive advantage, as well as its moderating effects on leadership support. We analyse survey data from 293 respondents across more than 80 Vietnamese firms using Partial Least Squares Structural Equation Modelling. The findings indicate that business analytics adoption positively influences data-driven culture and firm ecosystem scanning, which in turn positively affects both product and process innovation. Both innovation types improve firm performance, which subsequently drives competitive advantage. Interestingly, data-driven culture weakens the link between ecosystem scanning and innovation, while leadership support negatively moderates the relationship between product innovation and firm performance. These results highlight the asymmetric roles of data-driven culture and leadership in translating innovation into performance outcomes.

Suggested Citation

  • Nguyen Viet Long & Ming-Leng Yeh & Nguyen Huynh Thanh Truc, 2026. "The Impact of Data-Driven Culture on Innovation and Firm Performance: Evidence from Vietnamese Enterprises," Springer Proceedings in Business and Economics, in: Zafar U. Ahmed & Nhat Tan Pham (ed.), Vietnamese Business and Sustainable Development in a Globalized and Digitalized Era, pages 234-253, Springer.
    • Handle: RePEc:spr:prbchp:978-3-032-24745-2_13
    DOI: 10.1007/978-3-032-24745-2_13
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