Modern day corporate social responsibility (CSR) includes activities beyond a business’s traditional obligation to generate returns to invested resources. Kotler (1991), for one, took a corporate perspective, defining CSR as a way of doing business that mutually benefits society and the consumer. While a single, accepted definition of CSR does not currently exist, a widely referenced and accepted definition is “a concept whereby companies integrate social and environmental concerns in their business operations and in their interactions with stakeholders on a voluntary basis” (European Commission, 2001). Increasingly, social responsibility and profitability are believed to be related; one perspective claims to “tame the dragon, that is to turn a social problem into an economic opportunity and economic benefit, into productive capacity, into human competence, into wellpaid jobs, and into wealth” (Drucker, 1984, p. 62). More recent studies claim that, in addition to corporate responsibilities that adhere to business ethics, CSR includes dimensions of philanthropy, community, workplace diversity, safety, human rights, and environment (Carter & Jennings, 2004). Thus, CSR continues to evolve from a concept, to a conceptual framework that includes dimensions that are categorical and potentially measurable. Consumer and activist groups have increased their activity focused on highlighting the importance of social and moral concerns related to issues like child labor, environment, animal welfare, and other social issues (Auger, Deveinney, & Louviere, 2007). Concurrently, consumers are increasingly interested in CSR, with some bringing attention to the issues via boycotting and other campaigns (Öberseder et al., 2011). A result is that CSR concepts have developed into top priorities for many businesses (Hartmann, 2011). Swanson (1995) outlined motivations for businesses to incorporate CSR activities into their practices as either 1) to have a positive impact on the society, 2) as a means to achieve business objectives, or 3) to conform to stakeholder expectations. Jagger (2004) suggested that in order of priority, businesses must first address government regulations and demands of employees, then the concerns of consumers and the general public. Vlachos, Tsamakos, Vrechopoulos, and Avramidis (2009) found that consumer trust is positively affected by values-driven CSR while negatively, or not at all affected, by CSR activities adopted to pacify consumer demands or for strategy-driven purposes (Öberseder et al., 2011). Less understood is the effect that such actions have upon consumer preferences, especially in the food and agriculture sector.