Abstract
By integrating organizational learning theory with a fuzzy analytic hierarchy process (AHP), we prioritize routines that transform information into coordinated action and measurable results in the Vietnamese telecommunication industry through four criteria: market orientation, innovation capability, sustainable competitive advantage, and firm performance. Using four business fields: network infrastructure development and leasing, infrastructure construction and execution, manufacturing and trading of equipment, and trading of telecom products and services, we find consistent patterns: (a) intelligence dissemination and supplier, partner responsiveness outweigh intelligence generation, managerial and governance innovation leads other innovation facets, (b) delivery-led differentiation dominates promotion-led signals, and (c) revenue growth is the strongest performance factor.