Empirical research on the impact of corporate social responsibility (CSR) strategy on management and control tools is limited and often exploratory in scope. It would be interesting to look into whether the CSR strategy entails a reconfiguration of the management and control tools in order to put societal commitment into a stage of steering, measurement, evaluation and control. The purpose of this article is, therefore, to propose an explanatory model that can identify the extent to which the CSR strategy contributes to is it implementing CSR management and control tools to reconfigure the system for measuring the overall performance of companies. However, the validation of the model in large companies in Morocco led us to carry out a theoretical study based on bibliographic research and, secondly, an empirical study. This article examines the impacts of CSR strategy on the management and control tools of large companies in Morocco. To carry out the study, we opted for a quantitative approach highlighting statistical analyses relating to the phenomenon studied. Thirty-five (35) questionnaires were distributed to 35 large companies, of which thirty (30) questionnaires were retrieved. The results show that the proactive CSR strategy contributes significantly to the implementation of CSR management and control tools in large companies in Morocco.