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There is growing recognition that effective project control systems (PCS) are critical to the success of projects. The relationship between the individual elements of PCS and successfully achieving project objectives has yet to be explored. This research investigates the enablers and barriers that influence the elements of PCS success and drive project objectives.

This study adopts a mixed approach of descriptive analysis and regression models to explore the impact of six PCS elements on project outcomes. Petroleum and chemical projects in Saudi Arabia were selected as a case study to validate the research model.

Data from a survey of 400 project managers in Saudi’s petroleum and chemical industry reveal that successful PCS are the key to achieving all project outcomes, but they are particularly critical for meeting project cost objectives. Project Governance was identified as the most important of the six PCS elements for meeting project objectives. A lack of standard processes emerged as the most significant barrier to achieving effective project governance, while having skilled and experienced project team members was the most significant enabler for implementing earned value.

The study offers a direction for implementing and developing PCS as a strategic tool and focuses on the PCS elements that can improve project outcomes.

This research contributes to project management knowledge and differs from previous attempts in two ways. Firstly, it investigates the elements of PCS that are critical to achieving project scope, schedule and cost objectives; secondly, enablers and barriers of PCS success are examined to see how they influence each element independently.

This study aims to investigate the role of corporate social responsibility (CSR) in reducing employees’ negative emotions. Based on social information processing, a new conceptual framework was developed and tested in the Indian context.

Cross-sectional design was used in the study. A total of 240 managers of financial institutions were surveyed through a self-administered questionnaire, and the responses were collected using a convenience sampling technique.

The findings indicated that CSR induces compassion and reduces employees’ negative emotions. Contrary to expectations, compassion did not emerge as a mediator in the relationship between CSR and negative emotions.

The findings contribute to the literature by scrutinizing the persuading influence of CSR on employees’ negative emotions directly and indirectly through compassion. Furthermore, this study also tested the moderating effects of positive emotion in the relationship between CSR and negative emotions. The linkage between CSR and negative emotions was established by introducing the social information processing mechanism, adding another novelty to the literature.