VOlUME 05 ISSUE 06 June 2026
Tran Van Mong
Thu Dau Mot University
DOI : https://doi.org/10.58806/ijsshmr.2026.v5i6n08Google Scholar Download Pdf
ABSTRACT
In the context of international economic integration and growth model transformation, the private economic sector is increasingly becoming a key driving force of the socialist-oriented market economy in Vietnam. This study aims to clarify the theoretical foundations, evaluate the current situation, and propose solutions to enhance the role of the private sector in the context of international economic integration. The study employs a qualitative research approach based on secondary data analysis from international organizations, government reports, and recent academic studies related to private sector development, innovation, and digital transformation. The findings indicate that the private sector currently contributes approximately 42–45% of Vietnam’s GDP, creates more than 80% of total employment, and plays an increasingly important role in innovation, digital transformation, and the digital economy. However, the sector still faces major challenges, including small firm size, low labor productivity, limited access to finance, and weak participation in global value chains. Based on these findings, the study proposes several policy implications related to institutional reform, innovation promotion, digital transformation, human resource development, and global value chain integration. The study contributes to the theoretical discussion on the role of the private sector in a socialist-oriented market economy associated with digital transformation and international economic integration in Vietnam.
KEYWORDS:private economy, economic growth, innovation, digital transformation, international economic integration, socialist-oriented market economy.
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Cite this Article:Mong, T. V. (2026). The Driving Role of the Private Sector in Vietnam's Socialist-Oriented Market Economy in the Context of International Economic Integration. INTERNATIONAL JOURNAL OF SOCIAL SCIENCE HUMANITY & MANAGEMENT RESEARCHS, 5(6), 1367-1376. https://doi.org/10.58806/ijsshmr.2026.v5i6n08