Abstract
The article examines the interrelationship between corporate social responsibility (CSR) and sustainable business strategies in the small and medium-sized business (SMB) sector. The relevance of the study lies in the growing role of CSR as a factor that directly influences competitiveness, investment attractiveness, and the social legitimacy of enterprises. The main purpose of the research was to identify the impact of CSR integration on the resilience of business models and to substantiate CSR as a strategic foundation for long-term growth. The study is theoretical and review-based, relying on the analysis of scientific publications, international organizational reports, and empirical data. Systemic, comparative-analytical, and contextual approaches were applied, complemented by elements of content analysis and conceptual modeling, which enabled the identification of intersections between CSR and sustainable business strategies. The findings indicate that the evolution of CSR, from philanthropy and sponsorship to the strategic integration of ESG principles and the creation of shared value, has transformed the understanding of its role in business. CSR enhances corporate reputation, mitigates ESG-related risks, and builds trust among consumers, investors, and society at large. For SMBs, the main barriers remain limited resources, weak institutional support, and a short planning horizon. However, evidence from European and Kazakhstani practices confirms that CSR integration strengthens business models and creates new sources of competitive advantage. The value of the study lies in the development of an integrative model that positions CSR as a fundamental element of sustainable strategies. Its practical significance is reflected in the potential application of the proposed framework for improving strategic planning in SMBs and for fostering long-term “win-win” solutions for business and society