The purpose of this study is to examine project performance through the sequential mediation of value co-creation and stakeholder satisfaction, as well as the moderate mediation of stakeholder management in construction companies. The data were collected from project-based organizations using a non-probabilistic, convenience sampling technique. The data were analyzed using structural equation modeling in Smart PLS V. 4. The results suggest that there is a positive and significant association between agile leadership and project performance. Value co-creation and stakeholder satisfaction both separately and sequentially mediate the association between agile leadership and project performance. It was also revealed that stakeholder management moderates this mediation, such that the relationship between agile leadership and project performance is stronger when stakeholder management is high. The implications for theoretical body of knowledge and practices are aligned with stakeholder theory.

Management control refers to a broad range of formal and informal strategies and methods that try to influence how people behave inside an organization. Management Control Systems (MCSs) are used to keep personnel focused on company goals. Previously, MCSs were primarily concerned with the internal environment; however, the importance of the external environment, such as the market and the customer, has been acknowledged. The focus of management control was largely on the firm's internal functions, but certain research studies looked at the potential influence of external forces on the organization. The research conducted in the control domain has pointed out the possible impact of external forces on the organization, particularly the market and customers. Based on latest research, customers can influence the actions and behaviors of company. The value of customer control in modern times cannot be emphasized, but it is still a poorly understood concept. Customer control is defined in this study as the power given to the customer to assess the workforce. This development has been expedited by technological advancements that facilitate interaction with customers. The aim of this short theoretical paper is to provide an overview to the importance to the customer control and how it is different from traditional MCSs.

An increasingly popular idea in management is "customer control," which describes the power consumers have on goods, services, and employees behavior. The dynamics between customer input, employee attitudes, and service delivery outcomes are the main subject of this study, which looks at how consumer control affects workers and organizational procedures. The study uses sentiment analysis to find organizational behaviors and emotional reactions in seven participants' semi-structured interviews. The results show that although customer control improves operational effectiveness, personalization, and service quality, it also poses problems for performance management, employee motivation, and mental health. For a business to succeed over the long term, it is essential to strike a balance between the advantages and disadvantages of customer control. This study contributes to the literature on value co-creation by providing managerial insights into the complexities of customer control and its implications for employee behavior. Future research should explore strategies for managing the long-term psychological and operational impacts of customer control.