Humankind is facing several sustainability issues ranging from climate change and pollution to human right violations. These issues force people and organizations to strive for more sustainable practices in order to reach the United Nation’s sustainable development goals. Organizations attend to responsibility issues via their corporate social responsibility (CSR) initiatives and programs, but global-scale issues are hard to solve and derive to specific organization’s responsibilities. In addition, different stakeholder groups set pressures to organizations and demand ambitious actions to be taken. Research question and method: The literature on CSR in management research mainly focuses on companies in the private sector. Consequently, organizations from the public and third sectors have gained less attention. In addition, prior research has somewhat neglected the role of employees as stakeholders. This paper aims to address these research gaps by exploring CSR professionals’ views on CSR in their organizations and employees’ roles in CSR. The research was conducted using a qualitative, multiple case study research design. Three sustainability managers representing three different Finnish organizations per studied sector (private, public, third sector) were interviewed, totaling nine interviews. Theoretical background: The theoretical background of the research relies on stakeholder theory and on prior CSR research. These theories often go hand in hand (Hörisch, Freeman & Schaltegger 2014). One of the key notions is Freeman’s (1984) definition by which anyone who can affect or is affected by a company can be considered as a stakeholder. Especially Elkington’s (1999) concept of “triple bottom line” sets the basis for the research as well as Aguinis’ and Glavas’ (2012) extensive synthesis on prior CSR research. Key findings: All interviewees see CSR as being important to their organizations. Organizations in the public and private sector face pressures especially from the state, customers, media and the third sector. For the private sector, the list is longer. Interestingly, none of the organizations mentioned competitors as pressure-setting stakeholders. Only one company in the private sector saw current and potential employees as pressure setting stakeholders. The natural environment was not mentioned as a stakeholder by any sector. The third sector did not experience pressures from the other two sectors. Most of their pressures came from different financiers, other NGOs, or the society as a whole. Inside the organizations, CSR managers or teams are the ones advancing CSR programs. The role of employees appears to remain marginal. The main contribution of the paper is to identify the stakeholders who are able to affect organizations’ CSR programs in the public, private and third sector.