Corporate Social Responsibility (CSR) is increasingly recognized as a strategic imperative for both nonprofit and for profit-organizations, including those in the pharmaceutical sector. This study explores the impact of CSR—defined through Carroll’s four dimensions: economic, legal, ethical, and philanthropic responsibilities— on the performance of pharmaceutical companies. Company performance is assessed using the Balanced Scorecard (BSC) framework, which includes four key perspectives: learning and growth, internal processes, customer satisfaction, and financial performance. Adopting a qualitative research approach, this study synthesizes the existing literature to develop a conceptual framework reflecting the relationship between CSR practices and organizational performance. The proposed framework is adaptable to both developed and emerging economies and can be empirically tested, providing valuable insights for industry stakeholders aiming to embed CSR into their strategic planning for long-term sustainability and competitive advantage. By integrating Carroll's CSR model with the BSC approach. this studyaddresses a notable gap in the literature and adds to the body of knowledge by contributing to a deeper understanding of CSR’s role in enhancing performance within pharmaceutical industry