In this paper, we will illustrate a theory-practice gap in the NRBV framework by looking at the competitive advantages of Corporate Social Innovation. The aim of our research was to describe the competitive advantages of CSI, and we did this by looking at a case study coined Resident Solar, through the lens of the Natural Resource-Based View of the firm. We collected the data using a multi-method qualitative research design, by performing both an ethnographic study during a 9-month employment period in combination with interviewing a senior solar consultant of REV Energy. Our research shows that there is a theory-practice gap, as the existing research with the NRBV-framework does not show new revenue streams as a competitive advantage that can be achieved while offering social benefits by addressing scope 3 emissions.