This article focuses on the construction of organizational identity and the strategic change in an educational organization. The aim of this empirical study is to examine how the members of an educational organization construct the meaning of ‘who we are’ during an ongoing change. In addition, we examine whether it is reasonable to expect that a loosely coupled educational organization can possess a coherent organizational identity. This thematic template analysis is based on themed interviews consisting of the members’ conceptions of (1) the manifestation of organizational identity and (2) changes concerning the organization. In the article, the differences between the management and the personnel are then examined and interpreted through theories of organizational subcultures and loosely coupled systems. The management and the teachers structure organizational identity differently in relation to time, which has a strong effect on the incompleteness of the planned change.
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