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Job performance literature has evolved to address the aspects of performance thinking where knowledge sharing (KS) and emotions on the job are considered important. This study evaluates the influence of emotional intelligence (EI), mediated through KS, on job outcomes measured as job performance (JP) and job satisfaction (JS).

Structural equation modeling methods are used to investigate the degree of influence of EI on job outcomes through KS. The data for analysis has been collected from 227 project managers at Information Technology-Information Technology Enabled Services (IT-ITeS) firms.

The findings suggest that the EI has a positive and significant effect on KS. This implies that employees with high EI scores are more involved in the KS behavior. Furthermore, the findings suggest that KS partially mediates the relationship between EI and JP, and it fully mediates the relationship between EI and JS.

For KS, the answer lies in the recruitment and retention of emotionally intelligent persons rather than investing only in information technology. The study enhances the literature on knowledge management, sharing and EI.

The proposed research model suggests a successful infusion of KS within IT-ITeS firms. Knowing the EI of employees and, accordingly, changing their behavior towards sharing knowledge is probably a distinctive, most efficacious and essential strategy for augmenting job outcomes.

The study establishes the role of KS in translating the impact of EI on JP and JS. Furthermore, it contributes a novel framework of KS behavior.

This study aims to investigate the influence of external factors identified by the Political, Economic, Social, Technological, Environmental and Legal (PESTEL) framework on corporate social responsibility (CSR) performance in Vietnamese construction firms.

The snowball sampling method was employed to gather 182 validated responses. Employing Partial Least Squares Structural Equation Modeling (PLS-SEM), the research analyzed how these factors correlate with CSR practices under institutional theory.

Results indicated that social, economic, environmental, legal and technological factors positively impacted CSR performance. Among these, social factors had the most significant effect, followed sequentially by economic, environmental, legal and technological influences. Intriguingly, political factors demonstrated no significant association with CSR performance.

The strong impact of social factors confirms that societal norms and cultural values are critical in shaping corporate behavior in Vietnam. Firms can leverage this insight by intensifying their community engagement and social investment. Additionally, the negligible role of political factors in shaping CSR suggests that firms might not need to focus heavily on political engagement in Vietnam. However, firms should remain aware of legal changes as legal factors influence CSR outcomes.

Despite CSR’s growing importance, there remains a notable research gap regarding how external macro-environmental factors influence CSR performance, particularly within the construction industry. The findings emphasize the importance of aligning business strategies with socioeconomic and environmental aspects.