Abstract—Strategic CSR (Corporate Social Responsibility) has received a great deal of attention from both academic and practice communities. Yet not much research has been done on the direct integration of CSR into the main corporate business. With this goal in mind, this paper selects four social enterprises as a sample to analyze their specific mechanisms of implementing strategic CSR. By inducing the selected information, we found three categories of social value orientation, strategic embeddedness, and corporate responsible competitiveness. And we propose a specific mechanism of strategic CSR with the idea of organizational ambidexterity. In particular, corporate responsible competitiveness is a new type of competitiveness based on the use of CSR as a new means of competition in the marketplace. This paper contributes to the research of strategic CSR by indicating how CSR can be embedded in the main business. In addition, we also contribute to the research of organizational ambidexterity.