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What makes CEOs prioritize strategic choices that lead to social responsible policies and actions of their firms? In this paper, we take an interactive approach to CEO decision-making to theorize how CEO social values and the incentivizing context (stakeholder pressure, shareholder pressure) jointly determine CSR outcomes. We develop a multi-level microfoundation that links CEO decision- making and concern for CSR at the individual level with macro-level mechanisms that shape the incentive context in which these decisions are made. Based on evidence in economics, psychology, and neuroscience, we propose that social values are the compass by which CEOs make sense of complex environmental problems. Values determine how CEOs attend to incentives and bias the decision-frame to yield boundedly rational outcomes that may vary in terms of CSR advances. Testable predictions are derived from the …