;Along with the changes in geopolitics, Vietnam has become one of the important production bases for Taiwanese and Chinese companies. This study aims to explore the differences of cultural adaptation and management style of Taiwanese and Chinese expatriates in Vietnam. Data were collected through semi-structured interviews conducted on Taiwanese and Chinese managers as well as Vietnamese employees of Company S in Vietnam. Issues regarding expatriate motivation, cultural shock, language and communication barriers, management adjustment and corporate support were well discussed and explored. Data were coded and summarized through thematic analysis. It is found that Taiwanese managers, compared to Chinese counterparts, have better skills on cross-cultural management, communication flexibility, and gaining trust and cooperation from Vietnamese employees. It is generally believed among Vietnamese employees that managers with cultural sensitivity and interpersonal skills would be more caring and effective on leadership and team performance. In addition, it is found that trainings on language and cultural awareness as well as support from company greatly help expatriates adapt to the local environment and perform. Drawn on the findings, managerial implications and suggestions for future research are thus discussed.
