Hybrid organizations that combine multiple institutional logics face unique challenges in pursuing Corporate Social Innovation (CSI), yet existing literature lacks an integrative framework explaining how organizational identity drives innovation in these contexts. This paper develops a theoretical framework linking organizational identity configurations to CSI through the mediating mechanism of Organizational Learning Capability (OLC). Drawing on institutional logic theory, paradox theory, and organizational learning literature, the framework conceptualizes hybrid organizational identity along two dimensions—logic centrality and logic compatibility—yielding four identity archetypes: aligned, dominant, estranged, and contested. Eight formal propositions are advanced, arguing that tension-laden identity configurations (estranged and contested) stimulate greater social innovation through enhanced organizational learning, whereas harmony-driven configurations (aligned and dominant) suppress innovation through learning complacency. The framework contributes to management theory by bridging fragmented literatures on organizational identity, institutional complexity, and social innovation, offering a paradox-based explanation of why internal tensions can serve as catalysts rather than impediments to innovation in hybrid organizations.