The paper explores the dynamics of organizational identity, drawing on Mead's theory of the "I" and "me" to develop a model of how organizational identity is shaped by culture and image. It argues that organizational identity is not just about internal definitions but also about how the organization is perceived externally. The paper defines organizational identity as a dynamic process involving four key processes: mirroring, reflecting, expressing, and impressing. These processes interact to create, maintain, and change organizational identity. The paper also discusses the implications of these dynamics, particularly the potential for organizational narcissism and loss of culture. Organizational narcissism occurs when an organization ignores external images and stakeholder feedback, leading to a disconnect between internal and external definitions of identity. Loss of culture happens when an organization fails to integrate cultural understandings into its identity processes. The paper emphasizes the importance of understanding these dynamics to ensure that organizational identity remains aligned with both internal culture and external perceptions. It also highlights the role of power in shaping these dynamics, as those in positions of influence can affect how identity is constructed and maintained. The paper concludes that organizational identity is a dynamic process that requires continuous interaction between internal and external definitions, and that dysfunction can arise when this balance is disrupted.The paper explores the dynamics of organizational identity, drawing on Mead's theory of the "I" and "me" to develop a model of how organizational identity is shaped by culture and image. It argues that organizational identity is not just about internal definitions but also about how the organization is perceived externally. The paper defines organizational identity as a dynamic process involving four key processes: mirroring, reflecting, expressing, and impressing. These processes interact to create, maintain, and change organizational identity. The paper also discusses the implications of these dynamics, particularly the potential for organizational narcissism and loss of culture. Organizational narcissism occurs when an organization ignores external images and stakeholder feedback, leading to a disconnect between internal and external definitions of identity. Loss of culture happens when an organization fails to integrate cultural understandings into its identity processes. The paper emphasizes the importance of understanding these dynamics to ensure that organizational identity remains aligned with both internal culture and external perceptions. It also highlights the role of power in shaping these dynamics, as those in positions of influence can affect how identity is constructed and maintained. The paper concludes that organizational identity is a dynamic process that requires continuous interaction between internal and external definitions, and that dysfunction can arise when this balance is disrupted.