In recent years, Vietnam has joined many international trade associations, particularly the Word Trade Organization in 2007. This has allowed a large number of multinational companies to set up operations in this country. This development leads to a high competition in terms of human resources. As a result, the employees’ loyalty becomes an important issue for human resources managers.It is impossible to succeed in Vietnam without understanding the culture and the social, historical, political context in which the enterprises operate. A good knowledge of national and organizational culture could provide a better understanding of their influence on the employees’ intention to stay in the company.The main question of this research is “What are the organizational culture’s dimensions that impact the employees’ intention to stay in Vietnamese companies?”. The aim is to measure the influence of organizational culture on the employees’ intention to stay. A survey with 2000 employees working in 30 Vietnamese high-technology enterprises was carried out in 2014. 734 complete questionnaires were returned.The data analyzed by the SPSS and AMOS software allowed us to test the relationships between the variables of our model. The results confirm that (1) the clan culture is the dominant cultural value in Vietnamese enterprises; (2) the clan culture, the adhocracy culture, the culture hierarchy, the identification with group and organizational identification are the main reasons for the employees’ intention to stay; (3) job satisfaction and affective involvement play a mediating role in the relationship between organizational culture and the intention to stay in their enterprise.