Tactical corporate social responsibility (CSR) can play a central role in an organization's strategic management (Hamil & Morrow, 2011) by enhancing the relationship between an organization and its key stakeholders (Babiak & Wolfe, 2009). In the context of sport, these stakeholders can include fans, the media, team employees, and the local community (Babiak & Wolfe, 2009). There is evidence that NCAA athletics departments are engaging in CSR initiatives, yet there has been no examination of this in the scholarly literature. This study looked to rectify the dearth in the literature by examining the emphasis placed on CSR practices by the athletics departments of NCAA member institutions and which stakeholders within athletics departments are guiding the decisions behind these CSR practices. An online questionnaire was emailed to one senior manager from the athletics department of each NCAA member institution, with 266 responses (25%) being used in the analysis. The emphasis placed on 17 CSR practices was measured on a 6-point Likert-type scale with ANOVA and the Welch test being used to examine differences between the three NCAA Divisions and between Division I institutions based on their football affiliation. The involvement of stakeholders was measured on a 5-point Likert-type scale for each of Carroll's (1991) four domains of CSR (economic, legal, ethical, and philanthropic). The stakeholder groups examined were senior management, other departmental administrators, head coaches, assistant coaches, members of the Student-Athlete Advisory Committee (SAAC), and student-athletes who are not members of SAAC. Again, ANOVA and the Welch test were used to evaluate differences between divisions and Division I institutions. Inquiries into institutional requirements in regard to CSR practices, as well as details regarding institutional practices and philosophy were included to enhance the analysis. The results indicate institutions are emphasizing CSR practices in moderate response to institutional requirements. The results also suggest that aside from the institution, regulations put forth by governing bodies strongly influence the emphasis placed on specific CSR practices. In regard to stakeholders, the high involvement scores of senior management and head coaches in each domain of CSR, reflect the importance of departmental and sport program leaders in determining CSR practices. Additionally, the differences among the divisions when examining the head coach, assistant coach, SAAC, and non-SAAC member stakeholder groups, reflect the differences in structure and human resources between divisions and departments. As this study establishes a foundation for additional inquiry into CSR in the context of NCAA athletics, it has raised several additional questions requiring exploration. For instance, both scholars and practitioners need to determine how the involvement in CSR practices impacts the student-athlete experience. Additionally, as some stakeholder groups, notably assistant coaches, are not involved in the decision making processes surrounding CSR initiatives, scholars and practitioners should explore if this lack of involvement is negating some of the benefits of engaging in CSR practices. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]