This study examined the relationship between corporate social responsibility (CSR) and organisational performance, with reference to MTN Uganda. As stakeholders increasingly expect enterprises to act responsibly towards society and the environment, CSR has become a strategic concern linked to organisational performance, yet its effects in the Ugandan corporate context remain under-examined. The study investigated how community investment, environmental responsibility, ethical practices, and employee welfare relate to organisational performance. A cross- sectional survey design with a mixed-methods approach was adopted, and data were collected from 185 respondents comprising employees, managers, and selected stakeholders using structured questionnaires and interviews. Descriptive statistics, exploratory factor analysis, Pearson correlation, and structural (path) analysis were used. Factor analysis confirmed the construct validity of the CSR dimensions, which loaded onto coherent factors and explained 68.7% of the variance. The results revealed a strong positive and significant relationship between CSR and organisational performance (r = 0.68, p < 0.01), with the CSR dimensions jointly explaining 66.0% of the variance in organisational performance (R² = 0.660). Community investment (β = 0.32) and ethical practices (β = 0.29) emerged as the strongest path predictors. The study concludes that CSR significantly enhances organisational performance and recommends strengthening community investment, ethical practices, and stakeholder engagement.