The chapter examines the social and cultural factors influencing CSR in India, the key drivers shaping the legislation mandating CSR in India, and the impact of this legislation on corporate social performance. It underscores the influence of culture, values, religion, traditions, and the role of ‘Dharma’ for CSR in India. It sheds light on the dynamics of CSR over time by examining how its nature evolved from the Ghandian trusteeship model into a more strategic version of CSR in the face of increasing FDI and growth of MNCs in India. The chapter suggests that such a shift in CSR has impacted the social contributions of firms necessitating formal legislation of CSR in India. Furthermore, it highlights that the lack of a binding code at the global level along with the voluntariness of CSR has compelled the Indian government to reshape CSR to prioritise local needs. It examines the impact of this mandatory CSR legislation on CSR activities along with its limitations. The chapter concludes by discussing the role of legal transplant theory, inventive interventionism and reflexive law for the development of a global CSR policy framework.