This article explores the relationship between corporate social responsibility (CSR) at both organizational and supra-organizational levels and its influence on employee motivation. While previous research has primarily focused on firm-level CSR, we argue that industry associations, federations, and other collective entities also play a significant role in shaping employees' perceptions. Drawing on self-determination theory and recent empirical insights, the study develops the proposition that supra-organizational CSR generates complex motivational outcomes depending on whether it is perceived as voluntary or externally imposed. A conceptual framework is presented that identifies interaction effects between organizational and supra-organizational CSR and discusses their implications for internal and external motivation. The article concludes with reflections on methodological challenges, practical recommendations for managers and associations, and avenues for future research.