The aim of the study is to investigate relationships between strategic orientation (SO), involvement in corporate social responsibility (CSR) and operational performance (OP). It tests the proposition that SO is not linked with OP directly but through CSR serving as the mediator. In addition, SO is hypothesized to moderate the association between CSR and OP. The research involves a representative cross-sectional survey of 400 managers of SMEs operating in the Polish food manufacturing industry. Statistical methods include confirmatory factor analysis with AMOS 24 and multiple linear regression using SPSS 24.The study reveals a complete mediation effect by CSR of the links from three aspects of SO to OP. Specifically, aggressiveness, proactiveness and defensiveness are positively associated with CSR, while analysis, future orientation and risk propensity show no relationship. Also, aggressiveness moderates the link from CSR to OP, so that firms with higher aggressiveness display a stronger connection between CSR and OP.The outcomes suggest that part of the positive effects of CSR may come from more general strategic stances and attitudes. Moreover, it seems that certain aspects of strategic orientation might be more effective when implemented in an organizational environment with strong CSR values. In particular, strategies based on aggressiveness and proactiveness appear to be more effective when complemented by heightened social sensitivity.This research validates the role of CSR as a viable managerial approach contributing to greater operational performance of companies. This could help build a stronger case to promote socially responsible business practices not only through its beneficial social impacts but also due to its effects on firms’ performance. To the author’s knowledge, this is the first research focused on associations between SO, CSR and OP, using a large, representative sample of SMEs.
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