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In spite of the rich contributions which it has made to recent scholarship, Business and Society research does not systematically address the organizational and managerial issues associated with corporate social responsibility (CSR) strategies and policies. In the 1970s, this very conclusion prompted the Harvard Business School to launch a research program focused on Corporate Social Responsiveness, although the content of the program has since been forgotten and/or overly simplified. This article explores the program’s origins and content, assesses its contributions, and formulates hypotheses as to why the program was left behind. We contend that the Corporate Social Responsiveness program can assist with an analysis of the internal dynamics shaping how organizations institutionalize social and environmental issues.