Using market orientation perspective, this study addresses the effects of customer- and competitor orientations on environmental social responsibility (ESR) programmes. This study also examines under what conditions these orientations engender greater or lesser uptake on ESR programmes. This study examines whether the adoptions of ESR programmes determine the level of organisational performance. The results from a large- scale, cross-industry study show that being responsive towards customers and competitors leads organisations to adopt ESR programmes. Results also indicate that governmental pressures serve as a moderator on these relationships. In addition, the adoption of ESR programmes in newly developed products enhances an organisation's reputation, although they have no direct influence on enhancing organisational performance from the financial perspective.