While Corporate Social Responsibility (CSR) is recognized as having various national meanings and practices, The research has not sufficiently investigated how multinationals simultaneously achieve integrated global CSR and its local adaptation. Through a case study conducted at ASICS, a Japanese multinational, we show how this organizational dilemma can be solved by a form of institutional work (hybridization) carried out by CSR managers in subsidiaries to combine and adapt the different institutional approaches to CSR. The notion of work of hybridization (1) reveals a set of practices that contribute to institutional change within organizations and (2) enriches the study of organizational change of CSR and International Management, showing how hybridization work leads to greater integration between head office and subsidiaries, and identifying the triggers for subsidiary initiative.