Open AccessThis paper investigates the impact of ownership structure changes on the organizational culture of firms in the Vietnamese context. We first identify the dimension of the organizational cultures of two groups of firms, namely state-owned enterprises (SOEs) and privatized firms (PFs), using principal component analysis, and then compare them to answer the question of whether organizational structure varies among firms with different ownership structures. By analyzing the information collected from a structured questionnaire that was developed and sent to managers, staffs, and workers in both state-owned and privatized companies, we show that the people and market orientations in PFs differ significantly from those in SOEs. However, no significant difference is found between the integration and performance orientations of these two groups. Suggestions are offered for an appropriate management of organizational culture values in Vietnamese firms.