Our review comes at a time when interest in CSR is accelerating rapidly. As organizations are increasingly involved in CSR, scholars have an important opportunity to engage in CSR research. To serve as a catalyst for this process, one of the two primary goals of this review is to make what we know about CSR more accessible to a broader audience of scholars by synthesizing and integrating the vast and heterogeneous CSR literature into a single state-of-the-science review. Our second goal is to identify key opportunity areas that would allow us to improve our knowledge of CSR. Thus, based on the knowledge gaps identified by our review, we offer a research agenda for the future focused on a multilevel approach that aims to understand the microfoundations of CSR (i.e., foundations based on individual action and interactions) as well as the methodological approaches that will make these advances possible. While we discuss what management scholars can do for CSR, it is important to also understand what CSR can do for us—management scholars and the field in general. By using CSR as a conduit to test management theories in the context of society, CSR research may help us leave the world a better place than we found it. In his 2006 Academy of Management presidential address, Tom Cummings asserted that