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The number of companies that create management (high or middle) to lead Corporate Social Responsibility issues is growing. Despite the importance of this organizational innovation, there is a lack of evidence about whether these managements effectively contribute to the application of social responsibility. The objective of this document is to study this problem. It is studies whether companies with Social Responsibility Managers have more developed their social responsibility than those without them. A database of Uruguayan companies was used, which includes information on 107 practices related to the different dimensions of social responsibility and on the use of five management support tools (strategic planning, code of ethics, sustainability report, volunteering and intersectoral alliances). Through statistical tests, it was found that the application of responsibility differs in few aspects between companies with and without a manager. This result questions the usefulness of these managers. [ABSTRACT FROM AUTHOR]