<p>It has been suggested that a firm’s board plays a crucial role in corporate social responsibility (CSR). Therefore, a large number of research has been conducted on how board characteristics affect CSR. However, the empirical evidence remains inconclusive. This paper aims to provide a novel perspective on the impact of board characteristics on CSR. To this end, the qualitative comparative analysis (QCA) is used to investigate how board characteristics combine to affect both internal CSR and external CSR. According to the research results, CSR cannot be explained by a single board characteristic, including board size, board diversity, board independence and CEO duality. Rather, CSR is predicated upon the combination of these four board characteristics. Furthermore, the combinations of board characteristics that result in high levels of internal CSR and external CSR are distinct. This paper makes significant contributions to the existing literature on CSR, as well as providing useful practical guidance for firms and policy makers seeking to adopt a socially responsible approach.</p>