In this article Mary Jo Hatch and Majken Schulz bring together existing theory concerning the links between organizational identities and images, with new theory concerning how reflection embeds identity in organizational culture and how identity expresses cultural understandings through symbols. They offer a model of organizational identity dynamics built on four processes linking organizational identity to culture and image. The contribution of this article lies in articulation of the processes linking identity and culture, and the interaction of mirroring, reflecting, expressing and impressing working dynamically together to create, maintain and change organizational identity. They discuss the implications of their model in terms of two dysfunctions of organizational identity dynamics: narcissism and loss of culture.