In this working chapter the authors document an additional way that CSR can be used by employees to improve customer relationships. That is, employees can use CSR as an adaptive selling tool. Employees use CSR as an adaptive selling tool to the extent that CSR fits with what their understanding of the company identity is, and to the degree that customers support the CSR program. This study proposes and tests empirically a novel framework that is linked to former research through the use of two control variables already existing in the literature. Additionally and based in their findings, the authors propose an empirical model intended to predict the extent to what employees would make use of CSR as an adaptive selling tool, in order to help assessing if a specific CSR initiative is worth to be developed within a company.