A systematic review of negative reactions to corporate social responsibility

Corporate social responsibility (CSR) initiatives aim to enhance organizational legitimacy and build trust, but they can also elicit negative reactions, such as skepticism and distrust. Understanding why people respond negatively and how such reactions can be mitigated is essential for developing more effective and authentic CSR strategies. Although research on micro-CSR has expanded rapidly, most studies focus on positive outcomes with limited insight into potential adverse responses. We systematically reviewed the literature on negative responses to CSR at the individual level of analysis, synthesizing findings across 76 studies comprised of more than 43,000 participants, to develop a cohesive framework that illuminates these reactions, their psychological mechanisms, and contextual factors. Negative responses identified include skepticism, lower purchase intentions, negative perceptions, distrust, and—less frequently studied—behavioural responses like boycotting and cyberloafing. Notably, most studies examine consumer responses, with little research to date on negative reactions among employees, job seekers, or communities. We also synthesized theory across studies, identifying patterns and opportunities to inform further research and theory development. Our review concludes with practical recommendations for advancing research and informing HR and management practice, emphasizing more inclusive, evidence-based approaches to CSR that reflect diverse social values and experiences. • Synthesizes 76 studies ( N = 43,973) on negative responses to CSR at the individual-level of analysis. • Integrates findings across major theories to clarify why adverse CSR reactions occur. • Maps explanatory mechanisms and contextual moderators shaping negative responses. • Identifies major evidence gaps for employees, job seekers, and community interest-holders. • Offers guidance for theory development and designing more authentic CSR initiatives.