This paper explores the dynamics of organizational identity, drawing on Mead's theory of social identity to develop a model that links organizational identity to culture and image. The authors define organizational analogues for Mead's "I" and "me," and explain how these two phases of organizational identity are related. They argue that organizational identity is constructed through four processes: mirroring (how identity is reflected in stakeholder images), reflecting (how identity is embedded in cultural understandings), expressing (how culture is expressed through identity claims), and impressing (how expressions of identity leave impressions on others). The model illustrates the interplay between these processes, showing how they create, maintain, and change organizational identity. The authors discuss the implications of their model in terms of two dysfunctions of organizational identity dynamics: narcissism and loss of culture. They conclude that a healthy organizational identity integrates the interests and activities of all relevant stakeholder groups, while dysfunction occurs when culture and images become disassociated, leading to either narcissism or a loss of organizational culture.This paper explores the dynamics of organizational identity, drawing on Mead's theory of social identity to develop a model that links organizational identity to culture and image. The authors define organizational analogues for Mead's "I" and "me," and explain how these two phases of organizational identity are related. They argue that organizational identity is constructed through four processes: mirroring (how identity is reflected in stakeholder images), reflecting (how identity is embedded in cultural understandings), expressing (how culture is expressed through identity claims), and impressing (how expressions of identity leave impressions on others). The model illustrates the interplay between these processes, showing how they create, maintain, and change organizational identity. The authors discuss the implications of their model in terms of two dysfunctions of organizational identity dynamics: narcissism and loss of culture. They conclude that a healthy organizational identity integrates the interests and activities of all relevant stakeholder groups, while dysfunction occurs when culture and images become disassociated, leading to either narcissism or a loss of organizational culture.