To date, responsible management and corporate social responsibility (CSR) have been differentiated by their respective emphases on the responsible practices of ‘regular’ managers versus corporations (i.e. individual-level versus organizational- and macro-level phenomena). However, recent years have seen exponential growth in individual-level CSR research, offering insights that can inform responsible management scholarship and practice. In this chapter, we summarize the development and distinctions between these fields, and identify new synergies. We then review theory-driven empirical findings from micro-CSR research about how, when and why employees respond to CSR practices, and use a C-S-R Considerations framework and theory about three CSR motives to derive evidenced-based principles that inform recommendations for practice. Specifically, we describe how managers can design, manage, and communicate about externally-directed CSR programs in ways that create additional value for employees—beyond the value created for the intended beneficiaries—to ultimately enable employees’ CSR engagement and advocacy, and elicit job attitudes and behaviors that benefit the company. We conclude with suggestions for future research on responsible management.