This chapter explores how perceived hypocrisy in corporate social advocacy (CSA) emerges, the consequences perceived hypocrisy may entail, and how corporations can mitigate negative outcomes from it. While CSA can offer substantial benefits, such as improved relationships with key stakeholders and increased brand reputation, it also presents notable risks when organizations fail to align their actions with their stated values. Drawing on attribution theory, the chapter reveals how stakeholders’ skepticism often arises from a tension between perceived intrinsic and extrinsic motives behind CSA. We highlight two forms of CSA—statements versus actions—illustrating that statements alone may appear more symbolic than substantive, thus intensifying perceptions of corporate hypocrisy. Five critical factors are identified as drivers of stakeholder doubt: a mismatch between organizational values and outcomes, an abrupt or superficial organizational history of support, miscommunication/inconsistent messaging, a gap between stakeholder expectations and corporate capacity, and preexisting hostility toward the organization. The chapter concludes with actionable strategies to reduce perceived hypocrisy, focusing on being proactive, ensuring consistent alignment of corporate values and actions, adopting transparent communication, and emphasizing meaningful impact. Recognizing how these factors influence stakeholder attitudes, organizations can reinforce authenticity and reduce skepticism surrounding their CSA initiatives and can foster sustainable stakeholder trust.