Mineral rich countries often suffer from heightened economic inequality, corruption, instability, and poor economic performance. This inverse correlation between a nation's mineral endowment and its economic, social, and political performance is called the oil curse. Corporate social responsibility (CSR) spending by large investor owned oil companies aims to mitigate the negative impacts of the oil curse. CSR investment takes many different forms such as implementing human rights policies, mitigating environmental harm, or programs that focus on social investment. CSR spending is now a systematic and routine part of oil company spending. This Article examines how oil and gas industry CSR investment in the United States varies from its overseas counterparts. Over the last decade, shale oil and gas production has brought profound socioeconomic changes to U.S. communities. Although fracking operations in the U.S. have yet to yield consensus conclusions regarding their impacts on human health, it is clear that fracking operations produce socioeconomic change, air emissions, and (in some places) the risk of increased seismic activity or water pollution. Consequently, companies that produce oil and gas in the U.S. also engage in CSR investment in an attempt to mitigate the negative impacts of fracking on local communities. Domestic CSR investments differ from their overseas counterparts in a number of ways. In particular, domestic CSR investments tend to be smaller in scale, less likely to address environmental issues, and include fewer examples of pure corporate philanthropy. One reason why U.S. CSR spending differs from the more robust CSR spending overseas is because of the large number of producers in American shale plays, creating a sense of diffused responsibility for the impacts of production. Each of the many small producers in a single shale play contributes only a fraction of the impacts to the local community, while mitigating those impacts requires a collective effort. By comparison, large conventional oil and gas projects in the developing world usually feature very few producers working together on a single project. Therefore, in American shale plays CSR spending is a more difficult collective action problem--a "tragedy of the commons," in that multiple producers face difficulties in cooperating to mitigate the impacts imposed on local communities. The cooperation problem is exacerbated by the fact that in the U.S. private landowners own the mineral estates, allowing producers to secure access through a series of private negotiations. Overseas, the single mineral owner--the government--has more leverage with producers, and so can extract more CSR commitments. All that said, the larger companies in American shale plays have developed domestic CSR programs in recent years, and some make significant investments in CSR, even if those investments differ from their overseas counterparts. Shale oil and gas production in the U.S. is only about a decade old. As communities develop more sophisticated bargaining positions with producers and producers continue to refine their voluntary spending programs, we can expect CSR investment in the U.S. to continue to develop, and it may eventually come to more closely resemble CSR spending on overseas oil and gas projects. [ABSTRACT FROM AUTHOR]