Research background and purpose:
This study explores the relationship between Corporate Social Responsibility and Organizational Culture in industrial-sector companies in Ciudad Obregon, Sonora, Mexico. Historically, both Corporate Social Responsibility and Organizational Culture emerged in response to the social consequences of early 20th-century organizational theories, such as Scientific Management and Bureaucratic Theory, which led to labor unrest and consumer dissatisfaction. Corporate Social Responsibility was introduced as a strategy to mitigate these issues through economic, legal, ethical, and philanthropic actions, supported internally by organizational culture. While literature generally suggests a relationship between Corporate Social Responsibility and Organizational Culture, some scholars argue that this link is often implemented superficially. In light of this, the present study conducts a correlational analysis to examine the relationship between the two variables and uses ANOVA to identify which Corporate Social Responsibility dimensions are prioritized by different types of Organizational Culture.

Design/methodology/approach:
The research involved 70 Corporate Social Responsibility managers or coordinators from small, medium, and large companies. Theoretical frameworks by Cameron and Quinn (for Organizational Culture) and Carroll (for Corporate Social Responsibility) were applied, alongside statistical methods such as Cronbach’s Alpha, factor analysis, Kolmogorov-Smirnov, Spearman correlations, and ANOVA.

Findings:
Key findings indicate that most organizations in the sample exhibit either a hierarchical or market-type organizational culture. Regardless of the specific Organizational Culture type, companies tend to concentrate their Corporate Social Responsibility efforts on economic and legal responsibilities, supporting claims that Corporate Social Responsibility is often practiced at a surface level, without fully addressing broader social or environmental issues.

Value added and limitations:
In conclusion, although industrial companies possess the resources to engage in more impactful Corporate Social Responsibility initiatives, they often limit their actions to legal compliance and financial interests. The study emphasizes the need for organizations to adopt a long-term, sustainable approach to Corporate Social Responsibility that goes beyond operational demands. Genuine philanthropic engagement, disconnected from short-term market strategies, is necessary to create meaningful societal benefits.