Purpose: This study aims to analyze the influence of corporate social responsibility (CSR) on organizational culture and its role in fostering organizational citizenship behavior (OCB) and employee enthusiasm in the workplace. Design/methodology/approach: A survey was administered through a questionnaire, and 409 observations were made, focusing on manufacturing companies in Ho Chi Minh City. Findings: The results, analyzed using Smart PLS, show a significant relationship between CSR, organizational culture, and their impact on OCB and employees’ enthusiasm at work. This would further imply that firms could increase OCB and enthusiasm at work if they implemented active CSR initiatives and developed supporting organizational clan and adhocracy cultures to support and grow such behaviors that enhance management outcomes and efficiency in the workplace. Practical implications: Aiming to fill the research gap concerning the interaction between CSR and culture in shaping employee attitudes and behaviors, this study contributes toward developing an effective managerial orientation that can facilitate a positive and productive working atmosphere. Originality/value: This study sheds light on how CSR and organizational culture can mold employee behavior and be a guiding star for organizations that look forward to ushering in sustainable development through effective culture management.