The major points are summed up in this. Looking at the causal effects of these two forms of governance on CSR involvement, the goal of this work is to establish the empirical link between "corporate governance (CG) and corporate social responsibility (CSR)". Initially, delayed "Corporate Social Responsibility (CSR)" seems to have minimal effect on "Corporate Governance (CG)". On the other hand, delaying the CG variable favours corporate involvement in CSR projects. This is still the case when one takes into account other aspects unique to the company. We use a sizable and varied American sample. Agency theory and stakeholder theory are examined in connection to CFP and CSR. The purpose is to prioritise these three concepts. Despite endogeneity bias, CSR actions boost corporate CFP. The facts do not support stakeholder conflict-resolution theory or agency CSR overinvestment hypothesis. CFP growth is also driven by company diversification, worker, community, and environment programmes.