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This paper analyzes the CSR trajectory in developing countries facing major political and social upheavals, drawing on the example of Tunisia after the 2011 Revolution. We propose an analytical framework based on institutional theories of organizations combining, on the one hand, the explicit/implicit CSR model (Matten and Moon 2008) and, on the other, research focusing on the institutionalization of CSR in periods of crises and disruptions (Zhao et al. 2014). We conducted twenty-eight interviews with managers, CSR professionals, and civil society representatives. Our findings show that the model of explicit CSR prevails today. This model relies on two concomitant processes that reinforce each other. One process, exogenous in essence, derives from interactions between CSR promoters at the international level and the state (normative isomorphism). The other process, which is endogenous, relates to the growing awareness among an ever-greater number of companies of the need to manage social and community risk in a context marked by the proliferation of social demands and a better structuring of civil society.