This article challenges the assumption that stakeholder engagement is inherently an act of corporate responsibility. While stakeholder engagement is often viewed as a responsible practice, the article argues that it is not necessarily so. Stakeholder engagement can be understood in various ways and from different theoretical perspectives. It may or may not involve a moral dimension, making it a morally neutral practice. Therefore, stakeholder engagement should be seen as separate from, but related to, corporate responsibility. A model is proposed that reflects the complex relationship between stakeholder engagement and corporate responsibility, allowing for the possibility of corporate irresponsibility. The article begins by exploring the simplistic assumption that the more an organization engages with its stakeholders, the more responsible it is. This assumption is examined through the literatures of social reporting and human resource management. The construct of stakeholder engagement is then discussed, highlighting the idealized depiction of stakeholder engagement and the reality that engagement can mean many things to many people. The moral status of stakeholder engagement is addressed, as well as the responsible treatment of stakeholders, including issues of stakeholder identification and conflicting stakeholder claims. The article then proposes a model of complex interaction between stakeholder engagement and corporate responsibility, replacing the simplistic assumption of responsibility. This model includes the important possibility of corporate irresponsibility. The article also discusses the responsibility assumption, noting that the act of stakeholder engagement in and of itself may not necessarily deliver benefit to stakeholders. It further explores the role of employees as primary stakeholders, highlighting their significant influence on the firm and their investment in the organization. High-road human resource management practices, such as employee empowerment and workplace spirituality, are discussed as examples of the responsibility assumption. However, the article argues that engaging with employees does not necessarily make an organization responsible towards them. The article concludes by challenging the simplistic assumption that stakeholder engagement is inherently an act of corporate responsibility.This article challenges the assumption that stakeholder engagement is inherently an act of corporate responsibility. While stakeholder engagement is often viewed as a responsible practice, the article argues that it is not necessarily so. Stakeholder engagement can be understood in various ways and from different theoretical perspectives. It may or may not involve a moral dimension, making it a morally neutral practice. Therefore, stakeholder engagement should be seen as separate from, but related to, corporate responsibility. A model is proposed that reflects the complex relationship between stakeholder engagement and corporate responsibility, allowing for the possibility of corporate irresponsibility. The article begins by exploring the simplistic assumption that the more an organization engages with its stakeholders, the more responsible it is. This assumption is examined through the literatures of social reporting and human resource management. The construct of stakeholder engagement is then discussed, highlighting the idealized depiction of stakeholder engagement and the reality that engagement can mean many things to many people. The moral status of stakeholder engagement is addressed, as well as the responsible treatment of stakeholders, including issues of stakeholder identification and conflicting stakeholder claims. The article then proposes a model of complex interaction between stakeholder engagement and corporate responsibility, replacing the simplistic assumption of responsibility. This model includes the important possibility of corporate irresponsibility. The article also discusses the responsibility assumption, noting that the act of stakeholder engagement in and of itself may not necessarily deliver benefit to stakeholders. It further explores the role of employees as primary stakeholders, highlighting their significant influence on the firm and their investment in the organization. High-road human resource management practices, such as employee empowerment and workplace spirituality, are discussed as examples of the responsibility assumption. However, the article argues that engaging with employees does not necessarily make an organization responsible towards them. The article concludes by challenging the simplistic assumption that stakeholder engagement is inherently an act of corporate responsibility.