This chapter interrogates the conceptual and practical evolution from Corporate Social Responsibility (CSR) to Corporate Social Innovation (CSI), arguing that CSI is not a rebranding exercise but a fundamental redefinition of business purpose. While CSR often functions as a reputational tool or compliance mechanism, CSI involves a deeper integration of social innovation into a corporation’s strategic, operational, and governance structures. Through four Malaysian case studies—ViTrox, YTL Foundation, Sime Darby, and PETRONAS–TCS’s SEEd.Lab—the chapter illustrates how corporations can embed social value creation into their core business models. These cases highlight diverse strategies, from educational ecosystem-building and youth innovation incubation to vocational training and impact venture co-creation. The chapter identifies five key dimensions of CSI: strategic embeddedness, innovation orientation, stakeholder co-creation, organisational learning, and impact orientation. It also discusses the risks of conceptual dilution, implementation failure, and performative adoption, while proposing enabling conditions for authentic CSI, including leadership vision, ecosystem partnerships, and impact-based metrics. Ultimately, the chapter asserts that CSI—when pursued with intent, structure, and authenticity—offers a strategic pathway for corporations to align profitability with inclusive development, transforming them into credible co-creators of societal progress.