Although the slow progress of female academics compared to their male colleagues and the challenges that female academic leaders have to face in taking leadership roles have been welldocumented, very little is known about female academic leaders and managers' career advancement in developing countries like Vietnam. This paper reports on an exploratory study of a research project funded by the Cambridge -Viet Nam Women Leadership Programme, which aims to advance an understanding of the status of, and identify strategies to empower, female academic managers in Vietnamese higher education. The focus of this paper is on university leaders and female Deans' perceptions of the barriers to female academic Deanship and female Deans' reflections on the facilitators for their career advancement. The study found that the main barriers are strong family obligations, negative gender stereotypes regarding females as leaders, and female academics' unwillingness to take management positions. The major facilitators of female Deans' career advancement are self-effort, strong family support, and, what is perceived to be, a favourable or 'lucky' selection context. The paper provides empirical evidence to support the view that family support is a crucial factor for female academic career advancement in Vietnam.Women are both an agent and an object of change in empowering female academic leadership.

Vietnam's 1993 Land Law created a land market by granting households land-use rights which could be exchanged, leased, and mortgaged. Using a matched household sample from Vietnam's 2004 and 2008 Household Living Standards Survey, this study analyzes whether land titling for women led to improvements in child health and education. Results indicate that female-only held land-use rights decreased the incidence of illness among children, increased their health insurance coverage, raised school enrollment, and reallocated household expenditures toward food and away from alcohol and tobacco. These effects were almost all stronger than those of male-only or jointly-held land-use rights.

At research-intensive universities, building human resources management (HRM) capacity has become a key approach to enhancing a university's research performance. However, despite aspiring to become a research-intensive university, many teaching-intensive universities in developing countries may not have created effective research-promoted HRM policies. This study investigates the extent to which four leading universities in Vietnam have motivated their academics to improve research performance. By analysing policy documents and 55 semi-structured interviews with university leaders, managers, and academics, the study found that compared to the "ideal" research-enhanced HRM policies employed by research-intensive universities, the four case-study Vietnamese universities have shown their recognition of academic research; however, their HRM policies are not powerful enough to encourage academics to do research to the best of their potential. In realizing their vision of becoming research-oriented universities, the four Vietnamese universities should employ a long-term HRM capacity-building strategy by providing stronger remuneration packages for academics, applying explicit indicators in assessing lecturers' research performance, and building a comprehensive staff development agenda for research team building. However, for the four universities to implement these recommendations, changes must also be made at the system level. The Vietnamese government must allocate more research funding and confer a higher level of autonomy to universities so that they can implement their desired HRM policies to accelerate institutional research capacity and performance.

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This work focuses on the asymptotic behavior of the density in small time of a stochastic differential equation driven by a truncated α-stable process with index α ∈ (0, 2). We assume that the process depends on a parameter β = (θ, σ)T and we study the sensitivity of the density with respect to this parameter. This extends the results of [5] which was restricted to the index α ∈ (1, 2) and considered only the sensitivity with respect to the drift coefficient. By using Malliavin calculus, we obtain the representation of the density and its derivative as an expectation and a conditional expectation. This permits to analyze the asymptotic behavior in small time of the density, using the time rescaling property of the stable process.MSC2010: 60G51; 60G52; 60H07; 60H20; 60H10; 60J75.

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A research office is created at all of the four universities. The roles of a research office are described generally in the University Regulations (Thủ tướng Chính phủ 2010) and more specifically in 'Regulations for Operating Science and Technology Activities' (Quy chế hoạt động khoa học và công nghệ) 4 at two of the four universities. This office is expected to exercise all of the four functions of management classified by : planning, organizing, leading, and controlling. Firstly, the planning tasks cover: developing both strategic and operational plans for research development and technology transfer; facilitating the application of research results into practice; actively facilitating partnerships with both international and local research institutions and industries. Secondly, the organizing function includes: developing regulations on university research management; advising the rector on allocating institutional research projects; and organizing institutional-level research seminars and conferences. Thirdly, the leading role is demonstrated through guiding researchers to follow appropriate administrative procedures and supporting them to complete their projects on time. Finally, the controlling tasks consist of keeping a record of all research projects undertaken by university staff; monitoring the progress of their projects; establishing committees and organizing meetings to assess research project outcomes; and holding an annual meeting to evaluate the university's yearly research performance and to celebrate researchers' achievements in research.

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