Determinants of Mobility Management in Higher Education:

Evidence from Vietnam

NGUYEN THI QUYNH ANH1, NGUYEN HIEU2, DO HOANG NAM3,

NGUYEN THI NGOC ANH1, VU HUYEN TRANG1, NGUYEN THU TRANG1,

PHAM MINH THUY1, TRAN TIEN ANH1, DO HUYEN TRANG1, NGUYEN THI TUYET MAI1,

DO THI LAM THANH4, LUU HOANG LONG5

1University of Social Sciences and Humanities, Vietnam National University,

336 Nguyen Trai Street, Thanh Xuan, Hanoi,

VIETNAM

2Vietnam National University,

144 Xuan Thuy Street, Cau Giay, Hanoi

VIETNAM

3International School, Vietnam National University,

144 Xuan Thuy Street, Cau Giay, Hanoi

VIETNAM

4Graduate University of Science and Technology, Vietnam Academy of Science and Technology,

18 Hoang Quoc Viet, Cay Giay, Ha Noi

VIETNAM

5Hoa Lac Hi-tech Park Management Board,

Km29, Thang Long Freeway, Thach That, Hanoi

VIETNAM

Abstract: - Academic mobility is a popular phenomenon at universities, particularly for promoting knowledge

exchange, attracts the attention scientific community in recent years, especially in the context of integration and

The Fourth Industrial Revolution (FIR). Indeed, FIR is place convergency many dimensions that make mobility

flows at universities more advantageous with unlimited connection and interactions, including virtual space and

digital tools for mobility. The paper aims at exploring the key determinants of mobility management in higher

education to respond to the impacts of FIR. The conceptual model of this study emphasizes mobility

management of high-quality human resources following their contribution process: attraction/recruitment,

contribution onsite, and return. The model also shows that both individuals and universities have common and

unique interests in enhancing mobility flows while creating knowledge transfer regions. It is important to

combine these benefits to create active mobility flows. By analyzing some typical mobility flows in a Vietnam

national university Hanoi case study, we emphasized that the current philosophy of Vietnamese universities is

mostly to focus on solving the lost mobility flows (brain drain) instead of going hand-in-hand with managing

the value of high-quality human resource mobility and connecting networks to make to promote knowledge

exchange. Thus, it requires Vietnamese universities should change for adapt to FIR’s impacts with academic

mobility and manage mobility of human resources follow all their contribution process. This study explores

these topics for their impact on FIR to manage mobility flows of high-quality human resources using

assessment data which collected snowball methods. Finally, the paper proposes the policy framework

supporting mobility management and priority solutions for promoting the knowledge interactions zones and

developing smart platforms for university governance and human resource management adapting with the

context of the FIR.

Key-Words: Academic mobility, mobility flow, high-quality human resources, university, mobility

management, the Fourth Industrial Revolution.

Received: June 11, 2021. Revised: January 21, 2022. Accepted: March 14, 2022. Published: March 24, 2022.

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

962

Volume 19, 2022

1 Introduction

At universities, academic mobility is a fairly

common phenomenon associated with the need to

improve the professional capacity of research

personnel. Scientists’ mobility has increased

significantly and related on three main dimensions:

internationalization, increasing inter-sector

collaboration, and diversifying career and work

roles [1]. Then, FIR continues to bring the fourth

dimension is virtual spaces and smart digital tools

make mobility flows at universities more

advantageous with unlimited connection and

interactions. Indeed, blockchain, the pillar of FIR,

which is known as a tool for controlling the supply

chain of data, services, now plays an important role

in human resource management [2]. With the

progressive waves of FIR, universities emphasize

one of the add-functions as a huge incubator of

potential talent resources and a place to intersect

many social mobility flows of high-quality human

resources. However, under the impact of FIR,

universities must take the lead in embarking towards

solutions of brain drain and creating interference

zones for knowledge transfer and social mobility of

talent and high-quality human resources. This will

only happen when universities have a policy

framework for mobility management and promote

autonomy in building an ecosystem for high-quality

human resource development.

In Vietnam, academic mobility has been nurtured in

tradition for years but this principle has become

more important in the era of modernization, and

globalization. [3]. In 2020, Vietnam ranks 96 out of

132 countries on the 2020 Global Talent

Competitiveness Index (GTCI), decreasing by four

positions and nine positions compared to that in

2019 and 2018 respectively [4]. One of the highlight

mobility policies is to attract talent or high-quality

human resources. Most recently, The Resolution of

the XIII National Congress of the Party in 2021

emphasized the key campaign to implement the

country's development orientation for the period of

2021 - 2030 as "Developing human resources,

especially high-quality human resources”. Vietnam

also has many efforts to engage with virtual

mobility at a rapid pace. E-work, e-organizations,

and e-services including e-learning have become

much more common activities in the context of

integration and globalization. In particular,

Resolution No. 52-NQ/TW dated September 27,

2019, of the Politburo on proactively participating in

the Fourth Industrial Revolution, emphasized key

goals namely encouraging new models of education

and training based on digital platforms; improving

mechanisms and policies to encourage, attract and

use talents and high-quality human resources;

forming an open learning network of Vietnamese

people, adapting with new opportunities and

challenges of this new revolution [5]. However, the

policies to attract high-quality human resources still

reveals several limits: unclear definitions of talents

and high-quality human resources; qualifications,

seniority, and age still regarded as main indicators

for recruitment and attraction policy; lack of priority

supports for foreigners, overseas Vietnamese, or

international students (in terms of the international

environment, passports, etc.); and lack of policies to

prepare necessary conditions for digital

transformation which support social mobility

management. As a result, Vietnam cannot be a

“promised land” for high-quality human resources if

transformative philosophy is not implemented in

managing knowledge/brain exchange made by

mobility flows, instead of focusing on onsite labor

of organizations.

One of the most critical policies for Vietnam to

transform its higher education system would be to

establish a good talent management system and

create a more adaptive working environment to

nurture talent and high-quality human resources [6].

In recent years, Vietnamese universities have

implemented various transformative policies to

attract talents or high-quality human resources that

can meet regional and international demands. FIR

opens a broader space for social mobility of

academic staff in universities while they must face

more and more serious “brain drain”. The

philosophy of talent and high-quality human

resources attraction mostly focuses on solving the

lost mobility flows (brain drain) instead of going

hand-in-hand with managing the value of high-

quality human resource mobility and connecting

networks to make a knowledge platform The goal of

this study, is, thus, to identify mobility management

determinants in higher education in the context of

FIR and propose policy implications. Posed research

questions will henceforth be as follows: What are

the key determinants of mobility management in

Vietnam higher education and how to manage

mobility flows of high-quality human resources in

the university, to adapt to FIR’s impacts?

Concerning the inquiries, the assumed hypothesis is

that mobility management in Vietnam higher

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

963

Volume 19, 2022

education need to be identified on whole 03 periods:

recruitment/attraction, contribution, and return, to

ensure knowledge exchange between onsite and

outside high-quality human resources. The

viewpoints on “keep/maintain the high-quality

human resource” and “promote physical mobility

flow” in some current policies are behind the time in

the context of FIR. Instead, mobility management

plays an important role in creating knowledge

intersection zones between the original university

and coming organizations, using virtual space and

digital tools. By exploring some typical mobility

flows in Vietnam National University Hanoi (VNU

Hanoi), this paper will propose policy implications

on mobility management for Vietnamese

universities, to adapt to opportunities and challenges

originating by FIR. Altering universities’ directions

to create a virtuous cycle of brain circulation of

high-quality human resources can shorten the gap

between Vietnam higher education with regional

countries in a manpower competition to serve the

digital transformation to university 4.0.

2 Theoretical Background and the

Conceptual Model

2.1 Mobility and Academic Development

Sami Mahroum (2000) has pointed out that

scientific mobility has, as a part of its function,

enhanced scientific expansion and the formation of

gravity centers in science [7]. Through the mobility

of scientists, scientific traditions that are embodied

in certain schools or departments expand to embrace

other spatial sites of science and include them in

their social spaces. Mobility makes complex

impacts to develop academic activities, contribute to

the creation and diffusion of knowledge, expand a

collaboration network, and, thereby, affecting the

development of local and national innovation

systems [8-12]. As a result, mobility is leading to an

increasing level of labor-market internationalization

and integration, and talent competition is now

influencing innovation policy initiatives across the

globe [13]. The global mobility of scientists is

regarded as a “key driver of knowledge circulation

worldwide [14]. Nowadays, the pessimistic

viewpoint on mobility has caused fears of “brain

drain” which was driven by economists in assessing

the economic consequences of international human

capital flows from the 1960s. However, this

situation has changed when recent researches point

out the benefits of mobility flows for both sending

and receiving countries. Universities have made

efforts to approach the mobility of high-quality

human resources such as encourage inflows, expand

collaboration networks, and support other necessary

conditions. It means mobility is an activity that has

not been recognized as a tool to improve higher

education but also is the potential to strengthen

university capacity [15]. However, there is still a

lack of statistics about the mobility of researchers

and often the information available is dispersed and

incomplete [16] in universities in particular, at a

national level in general. There are many viewpoints

on mobility types related to higher education such as

educational mobility, job-to-job mobility,

occupational mobility, sectoral mobility, geographic

mobility, social mobility, disciplinary mobility [1].

According to Oxfarm (2018), Vietnamese people

view social mobility as a multi-dimensional concept

[17]. The number of studies on social mobility and

the role of education in Vietnam in the past is very

limited. Regarding the mobility of higher education

in Vietnam, mobility involves not only physical

mobility, but also regional mobility, virtual

mobility, and cross-border intellectual mobility

including the mobility of ideas [3]. To adapt to an

ever-changing world, Vietnam's higher education

needs to identify knowledge exchange and its types

of human resource mobility flow and making a

policy framework to support for transformation and

adaption process. Student mobility is a highlighted

issue of Vietnam universities to diversify and

internationalize their campuses in the context of

integration [18].

2.2 Talent, Mobility in the Context of FIR

In the context of FIR, talent, more than capital, will

represent the critical factor of production [19].

Unpredictable changes of the human market in the

context of Industry 4.0 is named VUCA (formed by

the first 4 letters of the terms Volatility, Uncertainty,

Complexity, Ambiguity), where born new career

trends and structures are also accompanied by

technology unemployment, talent shortages, and

unpreparedness of workers leading to technological

unemployment [20-22]. They lead a “war of talent”

which promote the process of seeking, nurturing and

managing talent and high quality/high skilled human

resource [23-25]. FIR brings chances for knowledge

workers to scatter around the world in global

competence clusters and mobility, the

transformation of education, and vice versa, the

education system should ideally be ready to lead

FIR [26-27]. As a result, the 4.0 university models

is emerged as a place to create a future learning

environment for talents, cultivating innovative talent

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

964

Volume 19, 2022

thereby leading the development of high-tech

industry and realizing the capitalization of resources

of knowledge and technology [28]. To discuss

mobility in Vietnam’s universities, brain drain is a

key approach and matches with the philosophy

“keep/maintain high-quality human resource”

mentioned in current policies. Chi (2014) pointed

out that while politicians claim that Vietnam’s

development is compromised by brain drain, little is

known about the mobilities of skilled Vietnamese

migrants as well as the extent to which the outflows

of work migrants bring back forces for development

[29].

In conclusion, managing the mobility of high-

quality human resources in universities plays an

important role, especially in the context of FIR.

However, there is an apparent gap in the research on

the FIR and its influence on higher education in

general and the ability of higher education systems

to adjust mobility of high-quality human resource

management adapt to the FIR in particular.

2.3 The Conceptual Model of Determinants

of Mobility Management in Higher

Education

Managing the social mobility flow of high-quality

human resources comes from finding common

denominators between the needs and interests of

individuals and universities. In the context of the

FIR, high-quality human resources have many

supporting technology solutions to move without

moving, which means that "the role of participating

and contributing to organizational growth” may not

be the same as the commitment of human resources

after the recruitment process. This analytical model

emphasizes the need for systems management

thinking with social mobility flows of high-quality

human resources in universities. The FIR is a

context that creates multi-dimensional impacts that

help social mobility flows have many conditions for

development but also creates consequences for

internal brain drain.

Fig. 1: The conceptual model of determinants of mobility management in higher education in the context of

FIR

* High-quality human resources in higher education

Highly qualified people are the most mobile

population group worldwide. The Frascati-Manual

offers an internationally recognized definition for

researchers, which can be operationalized with the

International Standard Classification of Occupations

(ISCO). Within the feasibility study, only

international mobility was investigated.

[30].

Although there is no agreed definition of highly

skilled migration, at an international level, to

develop a proxy definition of what constitutes a

highly skilled person, and individual professions

Futhermore it is recommended not to take mobility of under six

months into account and to focus the research on short-term (six months

to one year), mid-term (one to three years) and long-term mobility

(more than three years).

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

965

Volume 19, 2022

such as doctors, nurses, information technology

professionals, scientists, and academics [16]. In this

paper, highly qualified human resources at

universities can be considered those who have

capacities to mobility and contribute to the

knowledge exchange between their original

universities and coming place/organizations.

Importantly, high quality is assessed from the

perspective of contributing to the source

organization (also known as the previous

universities), and after mobility. This means

qualifications, degrees, and age are not the scales

that determine the mobility of high-quality human

resources.

* Mobility flows in universities

Looking at the above model, it can be seen that

mobility flows can occur at various stages of the

contribution of high-quality human resources at the

university. The following table details indicators

and motivation determinants of social mobility flow

at three stages: attraction/recruitment; contribution;

return.

Table 1. The contribution process and related mobility flows of high-quality human resources at the university

Period

Identification

Mobility

flows

Motivation determinants of mobility flow

ATTRACTION/

RECRUITMEN

 Indicators: diploma,

experiences, research

works, publications,

study aspiration, etc...

 Incoming

mobility

flows

 Individual: Capacity development; Support

condition and working environment at

university

 Universities:

+ Networks/talent pools/ mobility hubs that

gather both recruited labor and failed

candidates.

CONTRIBUTION

 Indicators: quality

and impacts of work

tasks and outputs,

contribute to

university

development

 Other competencies

(technology transfer,

technology

development, science

and technology

services, etc.)

 Internal

mobility

flows

 Sending

mobility

flows

 Individuals (Onsite staff): Capacity

development; Support condition and working

environment of sending/coming mobility

places.

 Individuals (Remote/online collaborators):

Network projects; knowledge transformation

conditions; academic aspirations.

 Universities:

+ Knowledge exchanges activities

+ Development of ecosystem of science,

technology, and innovation at universities

+ Linkages between the university and another

member of the national/sectoral/local

innovation system

RETURN

 Indicators:

cooperations between

the original university

and coming/sending

organization, or

reinvesting

brainpower for

original

university/nation

 Returning

mobility

flows

 Individuals (Sending mobility staff or

remote/online collaborators): Cooperation

culture of the original university; network,

etc….

 Universities:

+ International/regional networks and

cooperations

+ Consultions from returnees

* Benefits for individual and university from

mobility flows

Salary, career advancement and research

opportunities, environment and conditions,

opportunities to work with important colleagues and

in reputable organizations, increased autonomy,

freedom to debate and conduct research are

considered important determinants of academic

mobility [31], besides external factors as safe and

family supports. There are many viewpoints about

the motivations of academic mobility and benefits

of original and sending countries/organization, in

the conceptual framework show some key benefits

between individual and university can be raised in

FIR context (Table 2).

Mobilised human resources can get more knowled

and experiences, incomes, networks, passions and

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

966

Volume 19, 2022

other benefits. While the original-university also

develop knowledge exchange and transfer, increase

social capitals and fundings, increse the adaption

models and the environment with FIR context.

Table 2. Benefits of mobility flow for individual and university

INDIVIDUAL

UNIVERSITY

Benefits

Explanation

Benefits

Explanation

Knowledge

and

experiences

 To improve their skills,

capacity, adaption,

experimental activities

 To increase work

efficiency through

experimenting/using new

technologies and modern

tools of FIR

Knowledge

exchange and

transfer

 To develop academic mobility

community cross-border

 To develop mobility hubs in an

ecosystem of science, technology,

and innovation in university

 To ensure brain gain from

mobility flows

Incomes

 To get a higher salary and

another related finance

supports

Social capitals

and funding for

transformation

and development

 To approach potential

international partners who

provide social capital and

funding for academic activities

NETWORKS

 To be built their teams for

personal projects and

academic activities

NETWORKS

 To develop networks and

cooperation base on scientists’

reputations and individual

networks

Passions

 To be respected and

supported by new mobility

communities all around the

world

 To be inspired by

mentors/experts about

autonomic and

interdisciplinary spirits in

academic activities

Adaption models

and the

environment with

FIR context

 To push 4.0 infrastructure and

technologies through cooperation

and funded project

 To develop R&D at universities

and commercial process of

research products

 To build international integration

criteria and thinking in

organizational culture

Other benefits

 To be safe

 To be practice international

integration style

Reputation and

Ranking

 To improve the development

indicators of ranking top list of

higher education

The personal network of high-quality human

resources can be the starting point of organizational

cooperation, thereby creating a wider and deeper

network. Besides, catalyzing return flows of

mobilized-high quality human resources can make

more opportunities to build an international

innovation network for a better, common future

[32]. Especially, the flows of movement inside or

outside the original organization create an

interference zone for knowledge transfer (including

technology transfer) which attract both of internal,

outside and return-mobility flows of high-quality

human resource join university.

3 Research Methodology

3.1 Research Context

This study was conducted in the context that

research institutions and public universities in

Vietnam are facing brain drain and challenges posed

by the Fourth Industrial Revolution. According to

the statistical research of the Ministry of Education

and Training (MOET), there are more than 235

universities including 170 public institutions and 65

non-public institutions in Vietnam [33]. We choose

Vietnam National University, Hanoi (VNU Hanoi)

is the case study for this research.VNU Hanoi is one

of the leading higher education institutions with a

high percentage of high-quality human resources.

According to VNU annual report 2020, VNU also

has 4326 staff, including 2345 academic staff, 62

people’s teachers, 137 meritorious teachers, 60

professors, 362 associate professors, and 1352

doctors and philosophy and Doctors of Science [34].

Besides, VNU has priority policies to attract high-

quality human resources, policies of sending/support

academics to study abroad. This inevitably creates

mobile flows of high-quality human resources at

VNU, as well as contributes to promoting the

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

967

Volume 19, 2022

process of knowledge transfer and knowledge

sharing. VNU is listed in many prestigious

university rankings in the region and the world. In

the July 2021 ranking of Webometrics, VNU

continues to maintain its No. 1 position in Vietnam

and the group of 1000 best higher education

institutions (position 959, up 41 places compared to

the ranking in January 2021, 220th in Asia, and 17th

in Southeast Asia).

3.2. Research Methods and Sampling

By conducting quantitative research studies, this

study focuses on describing current situations and

establishing the relationships between variables. The

research team extracted and processed sociological

survey data from VNU Hanoi’s member univeristies

and organizations, collecting 356 responses from

researchers, lecturers, and manager. In addition,

some data of VNU Hanoi were compared to those of

major Vietnamese training and research institutions

such as Vietnam National University Ho Chi Minh

City (VNU HCM), Vietnam Academy of Social

Sciences (VASS), and Vietnam Academy of

Science and Technology (VAST).

Table 3. The number of science and technology staff

participating in the survey of VNU Hanoi

Majors

Valid

Frequency

Percent

Natural Sciences

27.8

Technological Science

14.0

Social Sciences

109

30.6

Human Sciences

22.5

Medical Science and

Pharmacy

4.5

Others

Missing

Total

356

100.0

The sampling technique used here is Snowball.

After the survey, the data was encoded, processed,

and analyzed to identify the research problem. To

investigate the correlation and the influence between

variables, Statistical Package for Social and Science

(SPSS), version 22.0 was employed to analyze the

results of the questionnaire.

4 Findings

4.1 Mobility Flows to Join VNU Hanoi

(Attraction Period)

VNU Hanoi's policies to attract high-quality

scientific and technological human resources have

created mobility flows with migration of foreign

scientists and students for jobs and study

opportunities.

* Mobility with migration of foreign lecturers:

The majority of foreign lecturers at VNU-HN work

in units having foreign components. The number of

professors from Japan makes up the highest

propotion (45.3%), followed by France (18.6%) and

the United States (12%). Some other nationalities

are German, Australian, and Taiwan.

Table 4. The number of fulltime foreign lecturers in some VNU Hanoi’s member organizations

Organizations

Number

VNU University of Science

VNU University of Languages and International Studies

VNU University of Education

VNU University of Social Sciences and Humanities

VNU University of Engineering and Technology

VNU University of Medicine and Pharmacy

VNU Vietnam Japan University

VNU University of Economics and Business

International Francophone Institute

VNU International School

VNU School of Interdisciplinary Studies

Total

127

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

968

Volume 19, 2022

Fig. 2: The nationalities of fulltime foreign experts and lecturers in VNU Hanoi’s member institutions (%)

VNU Hanoi also had the longest residency of

foreign scientists among VNU HCM, VAST, and

VASS. The working time of scientists coming from

ASEAN countries, East Asia countries, EU

countries, the U.K. tended to last for 2 to 6 months,

while scientists from China, The U.S.A, and

Australia tended to work for more than 6 months.

* Mobility with migration of foreign students:

VNU Hanoi issued policies on promulgating

regulations on attracting and managing international

students at VNU Hanoi and building software for

online international student admission on the VNU

Hanoi website. VNU also strengthened international

joint training programs and established member

units to implement international joint training

programs. From 2015 to 2019, the number of

foreign students coming to VNU Hanoi increased by

1.23 times (2015: 1,222 international students,

2019: 1,506 international students. International

students and trainees mostly study in a variety of

foreign joint training programs, such as VNU

International School, International Francophone

Institute, etc…or study Vietnamese language at the

Faculty of Vietnamese Studies and Vietnamese

Language.

* Mobility with migration of Vietnamese scientists

abroad:

In 2007, VNU began adopting international standard

training programs and strategies to encourage

cooperation with Vietnamese scientists abroad.

Overseas Vietnamese collaborate in a variety of

ways, including returning Vietnam for teaching;

working overseas through research collaboration

programs; and serving as a hub for bringing together

a group of scientists from prestigious universities

and introducing VNU's training institutions

However, they mostly teach a few courses or attend

a few international conferences in a short period of

time.

In addition, VNU has implemented related policies

to support the process of attracting high-quality

human resources such as forming strong research

groups and establishing key laboratories;

institutional links in human development;

establishing science and technology enterprises;

strengthening financial support/bonuses for

international publication; promoting technology

transfer and setting up centers for incubating and

supporting startups; promulgating the policy of

VNU scholarships for PhD students and post-

doctoral trainees with excellent research ability.

These policies support the highly qualified human

resources contribute to promoting the development

of training programs, research and cooperation

activities of VNU Hanoi. From 2019, the mobility

with the migration of high-quality human resources

in universities is also restricted because of the

impact of the Covid-19 Pandemic. Under this

circumstance, VNU has implemented the

application of online working forms. The policy of

promoting digital platforms and adopting the

achievements of the Fourth Industrial Revolution

has actively supported this process. Mobility flows

with migration are also replaced by mobility without

migration.

5,3

18,6

1,3

45,3

6,0

12,0

5,3 1,3

1,3

Taiwan France Singapore Japan Germany The US Australia Holland Korea England Philippines

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

969

Volume 19, 2022

4.2. Mobility Flows in Contributions Period

VNU Hanoi has implemented policies on training,

knowledge transfer, and incentives (such as wages

rises for changes in academic titles, bonus policy for

international publication, policy grant scholarships

to young research workers, etc.) to improve

lecturers and researchers' research capacity, as well

as to promote the efforts of high-quality human

resources in the development of the university's

functional activities. Vertical mobility flows greatly

contribute to the university's research and teaching

activities by increasing the input of high-quality

human resources. The survey results showed that in

the period of 2013-2018, the percentage of staff who

gained doctorate degrees accounted for the highest

rate with 73.2%, while people who acquired

Associate Professor title and Professor title only

took up a very small proportion (1.8%). The

deployment and establishment of new training

courses at VNU Hanoi are also aided by this human

resource; the quantity of high-quality papers and

research has also increased. Furthermore, the

phenomena of horizontal mobility (changes in job

positions among VNU Hanoi’s member institutions

or changes in majors) also helps the university's

knowledge transfer process.

However, the phenomenon of interbrain drain

(multiple job holding) is quite common VNU Hanoi,

lowering the efficiency of high-quality human

resources in contributing to their work. In 2018, the

proportion of VNU Hanoi's staff with part-time jobs

was up to 71.7%

while the rate of staff with part-

time jobs in other units (VNU HCM, VASS, VAST)

was less than 50% of the total number of surveyed

officers who stated that they have to do extra jobs

other than the main full-time job. Up to 83.4% of

respondents have received an invitation and made

the collaboration with agencies outside the unit [35].

The fundamental cause of this situation is that the

basic salary of high-quality human resources has not

yet kept pace with their needs, and there is no

specialized salary structure for this unique

workforce.

4.3. Social Mobility Flow of Mobilized High-

Quality Human Resources (Return Period)

Young academics and researchers at VNU Hanoi

have the option to study in an international

environment for an average of two years (1-3 years).

From 2015 to 2019, the mobility flow with the

Among the 356 VNU staff members participating in the survey, there

are 255 people engaged in part-time jobs other than their current work

(equivalent to 71.7%).

migration of high-quality human resources in VNU

increased by 1.23 times (2015: 611 employees,

2019: 753 employees). However, a significant

portion of the workforce that has migrated does not

return to work or participates in cooperative

activities with the university. The percentage of staff

who do not return is also remarkable as in 2016, for

every 10 people leaving, 3 people did not return.

According to the survey results, some of the main

factors influencing the social mobility of high-

quality S&T human resources are: salary (57.02%);

organizational managers' perspectives on social

mobility (68.26%); organizational remuneration

(66.01%); administrative procedures for scientific

research (67.70%); and policies on Social Security

and the subsidy system (65.45%).

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

970

Volume 19, 2022

Table 5. The causes of social mobility of high-quality scientific and technological human resources

at VNU-HN

N = 356

Number

Obstacle from the human resources themselves

Family/living conditions

154

43.26

Personal capacity

127

35.67

Possibility of career advancement

136

38.20

Working environment/social network

143

40.17

Wage

203

57.02

Obstacle from manager perspective

Viewpoints on social mobility of the organization's

managers

243

68.26

Viewpoints on human resource development of the

organization's managers

230

64.61

Viewpoints on cooperation in research

227

63.76

Obstacle from resources of organizations

Infrastructure

194

54.49

Organization's reputation

188

52.81

Organizational resources

182

51.12

Organizational compensation

235

66.01

Working conditions

191

53.65

Obstacle from administrative institutionalization of S&T management activities

Consistency and concentration in direction

233

65.45

Democracy in scientific research

236

66.29

Administrative procedures for scientific research

241

67.70

Obstacle from the legal framework of the state and administrative agencies

Lack of policies on social mobility and brain circulation

217

60.96

Lack of policy on Social Security and subsidy system

233

65.45

Lack of policies on human resource development

213

59.83

As can be seen, the phenomenon of social mobility

can have a direct impact on the change in the

university's human resource structure. According to

the case study of VNU, current policies to control

the process of attracting contributions of local and

mobile human resources of universities are not

really effective, as evidenced by the phenomenon of

on-the-spot brain drain and the mobile workforce

did not return.

5 Discussion

* Viewpoint of mobility management of the high-

quality human resource in university

It can be seen that it is inevitable to promote

mobility flows in the development of high-quality

human resources instead of the philosophy of

"retaining human resources" and focusing on "brain

drain areas". Base on social mobility theory, policy

to manage mobility of high-quality human resources

in universities adapting with the context of the

Fourth Industrial Revolution means that a set of

measures to create inward mobility flows of human

resources and attract outgoing mobility flows of

human resources to return and participate in

university activities through immigration or virtual

space to ensure brain exchange. To be able to

change the administrative institutions that are

creating barriers to mobile flows, a specific flow-

priority policy framework is needed, as follows:

* Ensuring brain circulation through policies:

- Enable policy: This is a policy to promote the

great advantage of potential human resources in the

university. Learners participate in working at units,

research groups, research centers, and spin-offs

under the university (full-time or part-time jobs

relate to their research and study). The activation of

this potential high-quality human resource depends

on several supporting factors in creating a learning

environment associated with practice and promoting

the spirit of entrepreneurship and entrepreneurship;

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

971

Volume 19, 2022

training content prioritizes 4.0 skills and follows the

school's development orientation; scholarship and

sponsorship programs; regulations on income from

working and collaborating at university. To avoid

wasting high-quality human resources, any potential

human resources or on-site or expected manpower

also need “roll out the red carpet” policies. For

instance, Sekiyama (2020) analyzed the impacts of

the FIR on student mobility and their contributions

to higher education. Instead of only focusing on

training people with knowledge and skills, a

country's higher education system must have

priority strategies for cultivating innovative talent,

especially R&D human resources [36].

- Hiring/recruitment policy: Recruitment through

the use of high-quality human resource portals and

the application of blockchain in information filtering

and integration of recruitment information with

building candidate profiles. Candidates who are not

selected are still included in the recruitment

database system to serve as the basis for the school

to develop other attractive directions. Different from

the previous process of building portfolios only for

selected candidates and discarding all applications

of unselected candidates. This wastes information

resources. The recruitment of human resources

mainly focuses on managing the capacity profiles of

quality human resources on the spot, but there is no

"recruitment orientation" on the human resource

database. One of the cornerstones of recruitment is

the use of criteria on competence and social

mobility expectations, rather than just qualifications.

The current recruitment at university is mainly

carried out by the unit in charge of personnel

organization. Human resource departments or top

leaders have the absolute right in selecting or giving

priority chances for staff selection. With the

autonomy trend of universities, it is necessary to

empower strong research groups or excellent

research centers in attracting high-quality or

potential human resources. When the autonomy is

well implemented by the school's member units, the

autonomy environment will automatically form on

the overall scale. Empowering the selection of

potential or high-quality candidates to excellent

institutions, research groups, and disciplines will

help develop talent pools or talent incubators in the

university.

- Positioning and forecasting policy: The

"positioning" of professional orientation and social

mobility for individuals plays a decisive role in

expanding the multi-functions of a university in the

context of The Fourth Industrial Revolution.

Positioning and forecasting high-quality human

resources is a missing step in the Vietnam

university's human resource development strategy.

To be able to position and forecast, universities need

to first build key pillars in talent development in

association with the school's development goals.

These pillars will "locate" the individual’s

expectations on mobility, on another hand, help the

school forecast which human resources need to be

developed and which mobility flows need to be

promoted, thereby ensuring brain exchange.

- Training policy: A strong point of the university is

the function of training and training links, develop

training activities in research cooperation, or

technology transfer. In the context of the FIR, a

criterion that needs to be set more strictly in

Vietnam's universities today is a system with

sufficient capacity to internationalize. The working

environment in foreign languages (English) has not

been standardized in Vietnamese universities. This

is one of the barriers that prevent foreign experts

and students work and contribute to Vietnamese

universities. Social mobility flows to and from

abroad should be based on the internationalization

environment at universities. Besides, developing

transversal skills are contents that universities need

to pay attention to to put into official or

supplementary training activities for high-quality

human resources.

* Improving the networks development:

As shown in Table 2, social mobility can benefit

both the labor force and the university.

Encouragement of mobile human resources to

develop cooperation activities and network

development with the source school, on the other

hand, is ineffective. Universities need to focus to

provide conditions and necessary sources for

potential high-quality human resources who can

create networks. Accordingly, there should be

priority policies for high-quality human resources to

develop cooperation networks or promote

Vietnamese overseas scholars’ contribution in

connecting cooperation between universities with

other institutions. Besides, a university can expand

local networks by promoting MA and PhD. students

who are local staff or leaders implemented

researches or projects relating to their practice

works at local, to bring research results to practice.

* Identifying the interference zones for knowledge

transfer

The knowledge transfer zones between coming-

place or original-place are made by social mobility

flows of high-quality human resources. According

to Samil (2009), one of three key factors to develop

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

972

Volume 19, 2022

a world-class university is a concentration of talent

[37]. The world-class universities' success in

mobilizing a broadly diverse national and

international academic staff is likely to maximize

these institutions’ knowledge-networking capacity.

The interference zones can nurture intellectual

development between high quality and potential

human resources. Therefore, universities need to

build a knowledge-sharing mechanism in

departments, research working groups, centers of

excellence, to expand in whole member units. This

means that the departments will create strategies to

attract human resources to work, actively send

human resources to study and develop new research

fields, and attract mobile human flows. go back to

work. It is different from "human resource

planning" and assigns "KPI targets on publications"

to the departments. High-quality human resources

do not necessarily join an intersection, but can move

socially, participate in different jobs in different

regions.

* Developing smart platforms for university

governance and human resource management

adapting with the context of the Fourth Industrial

Revolution

The phenomenon of holding multiple jobs, multiple

roles, participating in research and teaching with

external scientific units will help scientists of

universities, research institutes, and human

resources to have deeper expertise, provide more

practical lectures and research expertise, acquire

more research and teaching experience and thereby

contribute to improving their quality of expertise.

When social mobility happens, collaborating with

agencies outside the university, many individuals

only expect and want to get more income from such

mobility, but some go beyond their expectations.

For example, they can expand their cooperation

relations, exchange expertise, have new projects,

research topics, ... Together with the positive

impacts, the phenomenon that high-quality human

resources hold multiple jobs, multiple roles also

have negative effects. First, qualified people and a

situation of "internal brain drain are deficient”.

There are many cases where the staff only have

positions and titles at the university but having all

their time and effort for other jobs, for other external

organizations. In addition, human resources

themselves are also required to know how to arrange

jobs and harmonize social relationships to avoid the

phenomenon of "role conflict". When the "role

conflict" happens, it is very easy for the quality of

the main full-time job to be affected, even the

psychology in the workplace, in the long run, it

would lead to the type of social mobility with

migration. According to the analysis, the

phenomenon of social mobility without migration is

increasing at VNU, with complicated developments

and detrimental consequences for the organization

in the future. This requires timely countermeasures

to limit the risks from this phenomenon and the

need for efficient use of existing qualified people.

This is also the situation of many public universities

in Vietnam today, as private universities

(Vinuniversity

, FPT University

) are focusing on

investment in governance, management methods,

and an internationalized working environment to

attract domestic and international high-quality

human resources to work and study there. This

poses an urgent problem to shift the philosophy in

the policy of acquisition and the development of a

smart working environment that is adaptive to the

Fourth Industrial Revolution context.

Therefore, in the FIR background, people can be

globally connected without having to physically

travel. Online communication could displace

traditional in-person communication. This is an

opportunity for the university to take advantage of

blockchain and virtual space in developing a larger

network for high-quality human resources by

mobility portal. In the world, the blockchain-based

decentralized professional social network has been

adopted. This can take place when individuals have

been identified and their expertise verified, they

may decide to share these data on social media. The

organization will create a database in acquiring and

supplying human resources, implementing science

and technology tasks according to orders, limiting

the method of managing R&D human resources

based on payroll contracts. Mehedi et al (2018)

came up with solutions which are the Blockchain-

based Recruitment Management System (BcRMS)

as well as the Blockchain-based Human Resource

Management System (BcHRMS) at the university.

The most modern smart-university model today is

the university model applying Cyber-Physical

System (CPS) and IoT, to make an environment for

mobility streams [38].

VinUniversity is the first private, not-for-profit Vietnamese university

established based on international standards. The university integrates

the models of excellent international universities with the unique

cultural and economic characteristics of Vietnam, in order to make a

breakthrough in Vietnamese higher education and to become a world-

class university. VinUniversity was founded by Vingroup Joint Stock

Company in 2018.

FPT University is a private Vietnam university, founded in 2006. FPT

University is a member of FPT Group - the largest information

technology service company in Vietnam with its core business focusing

on the provision of ICT-related services.

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

973

Volume 19, 2022

6 Conclusion

In the context of the FIR, academic mobility

developed base on interactions among dimensions

as internationalization, inter-sector collaboration,

diversifying career and work roles, and application

of virtual spaces and smart digital tools. It makes

mobility flows of high-quality human resources at

universities can be changed with different features,

one of them is mobility without migration. Although

Vietnam implemented many policies which focus to

attract high-quality human resources, the brain drain

is popular in universities. It is caused by the lack of

solutions to manage mobility flows of high-quality

human resources.

To promote the brain exchange at university, the

contribution of high-quality human resources must

be identified during 3 periods: attraction - to make

incoming mobility flows, contribution - to develop

mobility flows, return - to attract mobilized human

resources.

The priority solutions for mobility management in

Vietnamese universities can be started by promoting

five key policies as Enable policy,

hiring/recruitment policy, positioning, and

forecasting policy, training policy, and network

development policy. Besides, to promote the

effectiveness of mobility management, universities

need to build a knowledge-sharing mechanism to

build the interference zones for knowledge transfer

and developing smart platforms for university

governance and human resource management

adapting with the context of the Fourth Industrial

Revolution.

The paper intended as a conceptual study aiming to

raise awareness of the vital importance of the

adaptiveness philosophy of universities on mobility

management is related to FIR. This means that it has

some limitations such as lack of detailed indicators

for high-quality human resources; the number of

samples is very small in a case study; the research

methodology should be further developed. Besides,

the mobility data of universities does not exist and is

archived, to make difficulties on inputs for research.

In addition, the Covid-19 pandemic has influenced

strongly the mobility flows at universities, due to

limited sources and time, which we cannot analyze

deeply in this paper

Acknowledgment:

The article uses the research results of the 2020

function-based annual research project on

“Scientific basis research to propose policy

solutions for developing high-quality science and

technology human resources in the context of the

Fourth Industrial Revolution" of the Institute of

Policy and Management (VNU-University of Social

Sciences and Humanities) and the national level

project of “Social mobility management policy for

high-quality S&T human resources of Vietnam in

the context of international integration" (Code:

KX01.01/16-20) from 2016 to 2018, under the Key

National Science and Technology Program for the

2016-2020 period: "Research on Important Issues on

Social Sciences and Humanities for Socio-

Economic Development" - Code: KX. 01/16-20.

References:

[1] AnaFernández, Z., Aldo.G, Cornelia. L., What

Do We Know of the Mobility of Research

Scientists and Impact on Scientific Production.

In Aldo Geuna (Eds.), Global Mobility of

Research Scientists: The Economics of Who

Goes Where and Why, Elsevier, Academic

Press, 2015, pp 1-33.

[2] Blockchain Research Institute, Blockchain and

the chief human resources officer

Transforming the HR Function and the Market

for Skills, Talent, and Training, Andy Spence

Glass Bead Consulting, 2018.

[3] Ly, T., Simon, M., Hoang, D., Do, T. N. Q.,

Truc, T.T.L., Nhai, N., Vu, T., Pham, T.,

Huong, T. L. N, Higher education in Vietnam:

flexibility, mobility, and practicality in the

global knowledge economy. Melbourne.

Source:https://www.researchgate.net/publicatio

n/305060809_Higher_education_in_Vietnam_f

lexibility_mobility_and_practicality_in_the_gl

obal_knowledge_economy, 2014.

[4] INSEAD, The Global Talent Competitiveness

Index 2020: Global Talent in the Age of

Artificial Intelligence. France: Fontainebleau,

2020, p.14.

[5] Politburo of the Communist Party of Vietnam,

Resolution No. 52-NQ/TW dated September

27, 2019, of the Politburo on proactively

participating in the Fourth Industrial

Revolution, 2019.

[6] World Bank, Higher Education Sector Report on

Improving the Performance of Higher

Education in Vietnam: Strategic Priorities and

Policy Options, 2020.

[7] Sami Mahroum, Scientific Mobility, Science

Communication 21(4), 2000, pp.367-378

[8] Tim. T & Richard. W., Scientist Across the

boundaries: National and Global Dimensions

of scientific and technical Human capital and

policy implications for Australia, Asian and

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

974

Volume 19, 2022

Pacific Migration Journal, Vol. 19, No.1, 2010,

[9] OECD, Is migration good for the economy?

Migration Policy Debates May 2014. Source:

https://www.oecd.org/migration/OECD%20Mi

gration%20Policy%20Debates%20Numero%2

02.pdf, 2014

[10] Petersen AM, Multiscale impact of researcher

mobility. J. R. Soc. Interface 15: 20180580,

2018, http://dx.doi.org/10.1098/rsif.2018.0580

[11] Jisong, K., Nah Youn, L., High-Skilled

Inventor Emigration as a Moderator for

Increased Innovativeness and Growth in

Sending Countries, Journal East Asian

Economic Review Vol. 23, No. 1, March 2019,

pp. 3-26.

[12] Vaccario, G., Verginer, L. & Schweitzer, F.,

The mobility network of scientists: analyzing

temporal correlations in scientific

careers, Applied Network Science 5, 36, 2020.

[13] OECD, The Global Competition for Talent:

Mobility of the Highly Skilled. OECD

Publishing, 2008.

[14] OECD OECD Science, Technology and

Industry Scoreboard 2017: The digital

transformation. OECD Publishing, Paris, 2017,

https://doi.org/10.1787/9789264268821-en.

[15] Barragán, C., José, N., Leal, L., Rubén, H., The

Importance of Student Mobility, Academic

Exchange and Internationalization of Higher

Education for College Students in a Globalized

World: The Mexican and Latin American Case,

International Journal of Good Conscience. 8

(2), pp. 48-63, Agosto 2013. ISSN 1870-557X.

[16] Sonia, M. F., Scientific Mobility, Career

Progression, and Excellence in the European

Research Area, International Migration Vol. 43

(5), 2005. ISSN 0020-7985

[17] Oxfarm Social mobility and equality of

opportunity in Vietnam: Trends and Impact

Factors. Hong Duc Publishing House, 2018.

[18] Chi, H.N., Development and brain drain: a

review of Vietnamese labor export and skilled

migration, Migration and Development, 3:2,

181-202, 2014, DOI:

10.1080/21632324.2014.883243

[19] Klaus, S., The Fourth Industrial Revolution,

2016, pp. 37-48.

[20] World Economic Forum, Report The Future of

Jobs Employment, Skills and Workforce

Strategy for the Fourth Industrial Revolution.

Source:

http://www3.weforum.org/docs/WEF_Future_

of_Jobs.pdf, 2016.

[21] Andy, S., Blockchain and the Chief Human

Resources Officer: Transforming the HR

Function and the Market for Skills, Talent, and

Training (foreword by Don Tapscott,

Blockchain Research Institute), 29 Jan 2018.

[22] Robert, E. W., Pamela, A. L., Evan, G. M.

Christopher, J. G., Michael, D. R., “Global

Higher Education in a VUCA World: Concerns

and Projection”, Journal of Education and

Development Vol. 3 (2), 2019.

[23] Benhai, G., Zhigeng, F., Dejin, S., Studies of

Science and Technology Talent’ Management

of New Regional Industrial Development:

Research with Anhui Province as an Example.

Advances in Grey Systems Research, 2010, pp.

229-244.

[24] David, G. C., Kamel, M., Wayne, F. C.

(edited), The Oxford Handbook of Talent

Management, p. 24, 2017,

Doi:10.1177/1075547000021004003.

[25] Manpower Group, A Skills Revolution: from

consumers of work to builders of talent, 2018,

p. 4,9,10.

[26] Gazi, M. A., Abdur, R. F., Ismi, A.I., Can

education as an ‘International Commodity’ be

the backbone or cane of a nation in the era of

the fourth industrial revolution? - A

Comparative Study. Technological Forecasting

& Social Change 159, 2020, 120184.

http://dx.doi.org/10.11644/KIEP.EAER.2019.2

3.1.354

[27] Jon-Arild, J., The Workplace of the Future: The

Fourth Industrial Revolution, the Precariat and

the Death of Hierarchies. Routledge Studies in

the Economics of Innovation, 2018, pp.24-29.

[28] Nancy, W. G., Higher Education in the Era of

the Fourth Industrial Revolution, Palgrave

Macmillan, 2018.

[29] Chi, H. N., Vietnamese international student

mobility: past and current trends. Asian

Education and Development Studies 2(2),

2013, pp. 127-148

[30] Daniel, S. & Alexander, C., Measuring

Researcher Mobility: A Comparison of

Different Datasets and Methods with an

Empirical Application of Micro-Data for the

United States and Germany. OECD Blue Sky

Forum. Source:

https://www.oecd.org/sti/062%20-

%20Schiller-Cordes-Researcher-Mobility-

final.pdf, 2016.

[31] OECD, Silvia Appelt, Brigitte van Beuzekom,

Fernando Galindo-Rueda, Roberto de Pinho.

Which factors influence the international

mobility of research scientists? , 2015.

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

975

Volume 19, 2022

[32] Huey-Jen, J. S., A healthy circulation of talent

mobility boosts quality, University worldnews

Website. Source:

https://www.universityworldnews.com/post.ph

p?story=20180306120646729, 16 March 2018.

[33] Ministry of Education and Training of

Vietnam, Higher education statistics for the

2017-2018 school year. Source:

https://moet.gov.vn/thong-ke/Pages/thong-ko-

giao-duc-dai-hoc.aspx?ItemID=5877, 2018.

[34] Vietnam Nation University Hanoi, Annual

Report 2020, 2020, p.9

[35] Insitute of Policy and Management, The report

summarizes of National level project KX01.01

/ 2016-2020 on "Social mobility management

policy for high-quality science and technology

human resources in Vietnam in the context of

international integration", 2018.

[36] Bo, X. & Tshilidzi, M., Implications of the

Fourth Industrial Age on Higher Education,

The Thinker, Volume 73, 2017.

[37] Salmi, J., The challenge of establishing world-

class universities. World Bank, 2009.

[38] Md Mehedi, H. O., Mahdi, H. M., Chul-Soo,

K., A Recruitment and Human Resource

Management Technique Using Blockchain

Technology for Industry 4.0, Proceeding of

Smart Cities Symposium (SCS-2018),

Manama, Bahrain, 2018, p. 11-16. IET.

[39] WSEAS Transactions on Systems and Control.

Source: https://wseas.org/cms.action?id=4073.

Creative Commons Attribution License 4.0

(Attribution 4.0 International, CC BY 4.0)

This article is published under the terms of the

Creative Commons Attribution License 4.0

https://creativecommons.org/licenses/by/4.0/deed.en

_US

WSEAS TRANSACTIONS on BUSINESS and ECONOMICS

DOI: 10.37394/23207.2022.19.84

Nguyen Thi Quynh Anh, Nguyen Hieu,

Do Hoang Nam, Nguyen Thi Ngoc Anh,

Vu Huyen Trang, Nguyen Thu Trang,

Pham Minh Thuy, Tran Tien Anh,

Do Huyen Trang, Nguyen Thi Tuyet Mai,

Do Thi Lam Thanh, Luu Hoang Long

E-ISSN: 2224-2899

976

Volume 19, 2022