Stakeholder reactions to stakeholder capitalism are mixed and highly segmented. Consumers care about CSR/ESG but show limited willingness to trade price or quality, and often infer CSR-related price markups. Authentic CSR can raise sales by 1–3%, whereas non-authentic efforts are penalized. Yet, stakeholders also exhibit an “implicit CSR bias,” automatically attributing self-interested motives to CSR, even for highly responsible firms, reducing trust and support. Effective CSR communication therefore requires transparency, strong brand–cause fit, emotional resonance, and clear donation information. Employees and jobseekers value CSR but still prioritize utilitarian job attributes; CSR influences attraction only when firms signal consistent, distinctive, and credible commitments. Investors view ESG primarily as risk management, rewarding firms with strong governance and penalizing perceived greenwashing. More broadly, stakeholders struggle to care because stakeholder capitalism conflicts with human tendencies favoring immediacy, tangibility, and self-interest. Shifting behavior requires leveraging social norms, habit formation, emotions, personal benefits, and tangible outcomes.