‘The Corporate Social Responsibility of Public Administration’ is an edited collection of writings in the larger domain of corporate social responsibility. This book originates in the series of annual conferences ‘ International Conference on Social Responsibility, Ethics, and Sustainable Business’. This book appears to be timely because reform of public administration is a current topic of discussion in many countries around the world. We want to explore the possibilities of a corporate social responsibility of public administration (CSR of public administration), given that the mainstream view confines CSR to business. This introduction proposes a set of statements that could frame the discussion about the subject of this book. All organizations ought to inherently account for their value added to society. All organizations ought to have a good explanation of what their value to society is. The introduction defines the bureaucratic horizon, that is, the global characteristics of public administration that are in the mind of the contributors when they write their chapters. Government includes the politicians and the public administration. Public administration is a subset of government, and it includes all career employees of central and local government. Most employees are life tenured in fixed job positions, with much less rotation and turnover than the private sector. Globally, there is an oversupply of labor for public administration jobs and it is estimated that there are half a billion public employees. From a theoretical point of view, the mainstream view confines CSR to business. On the other hand, we argue that public administrations could account for the use of money in a more substantive way than they do today, the key being the distinction between the normative and positive approach. Theoretically, in fact, public administration is, by definition (or tacitly), considered socially responsible. But is it really? When CSR is examined comparatively across all the sectors of the economy, we notice competition becomes a driver of responsibility. This book tries to look inside public administration and aims to support public administration organizations to take an inward look toward themselves. CSR of public administration is about the public administration’s core business of the public administration itself. The applicability of CSR in public administration must have limits; otherwise, this concept risks losing its meaning and ‘everything becomes CSR’. From a structural point of view, the CSR of public administration would imply competition within public administration, one specific kind of competition: competition without privatization. Social performance reporting should be seen as a real example of socially responsible actions in public administration. This chapter also tackles the political issue: Who will bring this about? It looks unlikely that public administration will reform itself. It is also unlikely that politicians will make lasting changes in public administration. Businesses—subject to competition—could lobby for a greater accountability within public administration, tilting the balance of power between those who are subject to competition and those who are not subject to competition. On the other hand, we observe that there are nuances in the CSR of public administration across the globe. The actual responsibility of civil society can be a driver of responsible public administration.