PurposeDrawing on the knowledge-based view, the study aims to investigate the impact of knowledge management enablers (entrepreneurial orientation and knowledge-oriented leadership) on knowledge management processes and project success. The study further ascertains the specific combinations of knowledge management enablers and knowledge management processes that can lead to project success.Design/methodology/approachSurvey data were collected from 222 project workers in information technology projects, and the proposed relationships were assessed through partial least squares structural equation modeling while configuration paths were assessed using fuzzy-set qualitative comparative analysis.FindingsThe study found a significant impact of entrepreneurial orientation and knowledge-oriented leadership on knowledge management processes and project success. The analysis also revealed that knowledge management processes did not significantly impact project success. Moreover, the insights from fuzzy-set qualitative comparative analysis show a clear pattern of equifinality, in that there are multiple combinations of knowledge management enablers and knowledge management processes that can lead to a successful project.Originality/valueThe current study is one of the earlier studies to provide insights to knowledge-based view by demonstrating the inter-relationship of entrepreneurial orientation and knowledge-oriented leadership with knowledge management processes and project success. To the best of authors' knowledge, this is the first study to assess the impact of knowledge-oriented leadership on project success. With limited studies on impact of entrepreneurial orientation and knowledge-oriented leadership on knowledge management processes, the study enriches the literature on linkage of entrepreneurial orientation and knowledge-oriented leadership with knowledge management processes. Methodological contributions include use of fuzzy-set qualitative comparative analysis to reveal multiple pathways to project success.

3Purpose -Based on a review of previous literature that revealed a gap in the measurement of corporate social 4 responsibility (CSR) from a customer perspective, in this paper the authors propose a multi-dimensional scale to 5 measure customer perceptions of CSR. 6Design/methodology/approach -Using a systematic development process, the scale items were generated through 7 the review of CSR literature and the opinion of academic experts. The scale was validated using data collected from 8 393 customers of the telecom industry. Data was initially subjected to exploratory factor analysis to identify the 9 underlying scale dimensions. Confirmatory factor analysis was also conducted to validate the scale, testing for 10 reliability, convergent and discriminant validity. 11Findings -The resulting scale is compounded of 30 items that load on 5 dimensions: developmental, ethical, 12 relationship-building, responsiveness and information-sharing responsibilities. 13Practical implications -The proposal of reliable measurement tools for evaluating customer perceptions is especially 14 relevant for companies because of their significant role in influencing the design and implementation of corporate 15 actions. Along this line, the multi-dimensional scale developed in this study helps scholars and practitioners to better 16 understand customer perceptions of the CSR actions that companies implement to improve these stakeholders' 17 satisfaction. In doing so, the scale is especially useful for companies to measure how well they respond to customer 18 needs in their daily routines. 19Originality/value -There is a significant lack of research into the development of reliable and valid tools to measure 20 CSR from a customer perspective. The contribution of this study focuses on the identification of the 5 dimensions that 21 determine CSR towards customers while it also provides a detailed scale to measure customer perceptions of these 22 CSR dimensions. 23 24 Keywords 25 Corporate Social Responsibility, Customers, Scale Development, Scale Validation 26 27 45 mean the same in every industry. Thus, most of the multidimensional measurement tools that have 46 been proposed so far, which are generally intended to be applicable to any research setting (even 47 30 393 customers in the Pakistan telecom industry. In this regard, the study aims to answer questions 31 such as how companies can be more socially responsible towards their customers or what CSR 32 actions are most likely to enhance customer perceptions of companies' CSR significantly. In 33 addition to the previously mentioned contributions, this paper also contributes to previous 34 literature by exploring CSR and customer perceptions in a research context that has been scarcely 35 explored so far. The extant research on CSR measurement focuses mostly on the context of 36 developed countries such as USA, Australia, UK or Canada, among others, and few empirical 37studies focus on the developing countries (Palihawadana, Oghazi, Liu, 2016). CSR remains a 38 relatively new concept...

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The leaders play a vital role in the decision scenarios in any organization. A qualitative study was conducted using "Beer distribution game" simulation to create an environment of novel and uncertain conditions. Additionally, the study followed the group interviewing technique to explore the underlying patterns in the creative decision-making phenomenon taken by the leaders in complex situations. The findings of the study revealed three categories of factors that contribute to the creative decision making of the leaders. These categories consist of factors related to individuals personal characteristics, team-level factors, and process related factors. The study revealed during the group discussion that creative decision making occurs through a unique interplay of people, process and technology in the Pakistani context. Keywords: Creative decision making, beer game, simulation, group interview technique