Although corporate philanthropy is often viewed as a vehicle for fostering employee commitment, research suggests that it does not always accomplish this goal. Drawing on theories on prosocial sensemaking and on social identity theory, I propose that involving employees in corporate philanthropy encourages more benevolent attributions for philanthropy, thereby promoting higher attitu-dinal and behavioral commitment. In Study 1, a fi eld study with employees and supervisors in a chemical-pharmaceutical fi rm, employee involvement in corpo-rate philanthropy predicted higher attitudinal and behavioral commitment to the fi rm. In Study 2, a laboratory experiment, participants reported higher attitudinal and behavioral commitment to a company when it was described as involving employees in philanthropy. In both studies, benevolent attributions mediated the associations of employee involvement in philanthropy with both attitudinal and behavioral commitment. My research provides new insights for understand-ing the impact of corporate philanthropy on a particularly important group of stakeholders—employees—and shows how employee involvement may encour-age insiders to act to improve the organization’s external image.