A central question in corporate social responsibility (CSR) research has long been: “Why do certain organizations behave responsibly while others do not?” This study contributes to addressing that question by empirically examining the effect of stakeholder influence—conceptualized as stakeholder pressure—on stakeholder-oriented CSR behaviors. Due to the broad and adaptable nature of this association, organizational culture is proposed as a moderating factor. To test this framework, large-scale manufacturing companies located in Ethiopia’s Amhara region were analyzed, encompassing a sample of 53 firms. A total of 473 randomly selected employees assessed their companies’ CSR and organizational culture, while 253 managers evaluated the internal stakeholder pressure, as they are the most exposed to it. The data were aggregated at the organizational level. Structural equation modeling results revealed that (1) both internal stakeholder pressure and organizational culture significantly influence CSR activities, and (2) organizational culture moderates the relationship between stakeholder pressure and CSR implementation. Despite certain constraints, the research provides valuable contributions to both CSR theory and managerial application. Future investigations with more customized approaches are encouraged.
