Purpose – To develop understanding of how the perception of CSR shapes the organisation from policy to practice throughout organisational levels.Two research questions were developed to give answers to the purpose: What different perceptions of CSR can be identified depending on the organisational level? How the alignment of perceptions of CSR at different organisational levels shapes the implementation of CSR? Method – A qualitative single case study was conducted at an organisation within the construction industry with the aim to fulfil the purpose. The empirical data collected was compared, analysed and discussed with the theories presented in the theoretical framework in order answers the research questions. Findings – The research has identified that depending on the organisational level there are different perceptions of CSR, project managers have low perception and team leaders have a lack of perception. To mitigate misalignment between organisational levels it is suggested that the top-managers continuously educate and communicate with all organisational levels. By understanding the CSR goals and the specific guidelines for those goals, the alignment of perception of CSR could become more clear and therefore make the outcome i.e. CSR actions, to align with the CSR goals. Implications – The research highlights the importance of the alignment among organisational levels regarding the perception of CSR, this can influence organisations on an individual level as well as the construction industry as whole. Limitations – The research has been limited to one case company. Only project managers and team leaders has been included in the interviews which may have affected the result. If more organisations and multiple organisational levels were to be included, the reliability, creditability and generalisability of the result would be increased. Keywords – ‘CSR’, ‘CSR alignment’, ‘employees’, ‘organisational levels’, ‘construction industry’, ‘CSR goals’, ‘CSR actions’