The objective of the study was to identify and measure the magnitude of the gap that may exist between the corporate level Corporate Social Responsibility (CSR) culture and its ensuing policies and their equivalent at the property level. This gap was hypothesized to be a function of a number of personal characteristics of the General Managers (GMs) coupled with the organizational profile of the hotel. The data were collected via an online survey based on a CSR scale developed by Turker (2009) in combination with other original and previously used smaller scales. The study‟s population consisted of general managers of hotels that were managed by a corporate office and were members of the Central Florida Hotel and Lodging Association and the Florida Restaurant and Lodging Association. In total, 564 hotel GMs were contacted by email by their perspective associations and invited to participate in the study. A total of 123 surveys were returned which equated to a 22% response rate. The results indicated that the gaps for all factors were very small. This suggested that based on the GMs‟ perceptions, there was not much variation between their corporations‟ CSR policies and their properties‟ CSR policies. Hence, because of this small variation, it can be speculated that, in this study, hotel GMs were committed to follow precisely the corporate CSR policies and initiatives at their property levels. Notwithstanding the above, the results supported three hypotheses as follows: (a) the more GMs were involved in the community, the less they were committed to CSR policies relating to the government; (b) the more hours per week GMs spent in community volunteerism, the higher was their commitment to overall CSR policies; and iv (c) the higher was the demonstrated commitment of GMs to their corporation‟s CSR policy regarding responsibility to employees, the more they were rewarded through nonmonetary perceived personal success. This study and its ensuing results were of significant importance to the general CSR body of knowledge and unique in terms of their contribution to CSR in the hotel industry. The practical implication from this study was that it sets a number of benchmarks relating to CSR corporate and property level policies and initiatives in a given sector of the hotel industry. In addition, due to the fact that few, if any, gaps were found between the corporate and property level cultures, corporate officers can at least feel fairly comfortable that from the GMs‟ perspectives, CSR initiatives are being implemented at the property level in accordance with corporate policy