<p>Drawing upon the concept of social identity and the critical role of organizational stakeholder alignment, we argue that a board’s social identity diversity, shaped by the caste identities of its members, will have a significant and systematic bearing on its CSR investment decisions. Results from a longitudinal empirical study set in India, show that (a) more caste-diverse boards are associated with greater levels of engagement in CSR in general than organizations that reflect low SI-diversity, (b) the higher the levels of SI-diversity reflected on the board, the greater the emphasis on social CSR over environmental CSR, and (c) organizational boards that have a higher proportion of members who reflect lower caste social identities, the greater the emphasis on the organization’s social CSR engagement. In managerial parlance, the findings underscore the powerful role that social identity diversity can play in impacting the choice of CSR initiatives.</p>