Due to the nature of their services, hotels use a significant amount of energy, water, and non-reusable products that may cause potential environmental damage (Han and Yoon, 2015). The practice of corporate social responsibility (CSR) for these hospitality providers is important and has received increasing attention among scholars (e.g., Bolton and Mattila, 2015; Kim et al., 2013; Kucukusta et al., 2013; Lee, Seo et al., 2013; Lee, Kim et al., 2014; Martínez and Rodríguez del Bosque, 2013; Nyahunzvi, 2013; Park and Levy, 2014). Much of this research has focused on the relationship between CSR activities and financial outcomes (e.g., Inoue and Lee, 2011; Kang et al., 2012) or the impact of CSR on customer responses and behaviors toward a company (e.g., Grappi et al., 2013; Kim et al., 2013; Liu et al., 2014; Pérez and Rodriguez del Bosque, 2015; Romani et al., 2013; Xu, 2014; Zhang, 2014). The primary focus of these studies has been on firm development, with very little attention to how CSR activities might elicit reciprocal socially responsible responses from customers. Applying the Stimulus-Organism-Response model to a hospitality lodging context, the current study proposes that perceived CSR (Stimuli) will trigger customers’ internal states (Organism). In this study, we examined the internal states of positive and negative consumption emotions (i.e., emotional responses prompted by consumption experiences) and customer-company identification (i.e., a customer’s perceived connection with an organization). The resulting approach or avoidance consequence investigated is green consumer behavior (Response).