The people are the company. This study aims to examine the structure of relationships between company culture, performance, corporate social responsibility (CSR), and reputation, as seen from the employee's perspective, to determine which company culture factors most influence CSR practice and, as a result, sustain a company's development and improve its performance. To accomplish this goal, we conducted a survey among employees of Polish construction companies regarding CSR practices in their organizations. We applied a structural equation model based on 539 individual cases. For a better understanding of the employee's perception of CSR practice, the model included control variables such as company size and position in the company. Our findings suggest that company reputation is a strong mediator of the CSR practice and company performance relationship, and the cultural dimension of long‐term orientation has the greatest influence on CSR practice. The study advances the knowledge on the subject using a microlevel approach to stakeholders' engagement in CSR by exploring the personalized employee‐centric view of organizational culture, CSR practice, and company reputation to sustain a company's development and improve its performance.