The continued growth of tourism has driven the Malaysian government to focus on various developments and promotional activities to expand the industry. However, these efforts more often than not failed due to the failure of government arms to adopt an inclusive management approach on tourism stakeholders. A destination management organization (DMO) often behaves in manners typical of a government agency. Such approach often brings problems such as communication barriers and bureaucracy between a DMO and its stakeholders. Thus, government arms need to change their management approach by adopting a more stakeholder-friendly approach offered through the corporate social responsibility (CSR) concept. As the support of stakeholders is crucial for a destination's development and sustainability, this paper applies the concept of CSR in destination management by proposing the need for a DMO to adopt an approach similar to CSR if they were to operate more effectively. It uses a case study on Langkawi's DMO in Malaysia called the Langkawi Development Authority (LADA). Using documented evidence and in-depth interviews, the challenges that LADA face in getting stakeholder support are explored. The paper then outlines how, and justifies why a DMO can adopt CSR approach to mitigate the complexity it faces in dealing with its stakeholders.