We　explore　the　potential　impact　of　CEO　entrepreneurial　orientation　on　firm　choice　of　CSR　activities　(corporate　philanthropy　vs.　CSR　innovation).　Integrating　upper　echelon　theory　and　attention-based　view　of　the　firm,　we　find　that　CEO　entrepreneurial　orientation　leads　to　more　engagement　in　CSR　innovation　rather　than　corporate　philanthropy.　We　find　that　the　effect　of　CEO　entrepreneurial　orientation　on　firm　choice　of　CSR　activities　varies　under　two　situational　contexts:　state-owned　enterprises　and　incoming/departing　CEO.　The　hypotheses　are　tested　using　two　different　studies.　Study　1　uses　a　cross-sectional　survey　of　Chinese　CEOs,　whereas　study　2　employs　a　longitudinal　analysis　of　Chinese　publicly　listed　firms　from　2003　to　2017.　Both　studies　support　our　theoretical　hypotheses.