This paper pursues two goals. First, it explores the connections between national identity and organizational globalization within the context of three British organizations' attempts to synchronize their corporate and organizational identities through diversity management initiatives. Second, it teases out the implications of these connections for current theorizing on organizational identity, looking in particular to extend Hatch and Schultz's (Human Relations, 55 (2002), pp. 989-1018) processual model of image- culture dynamics. Based on a Foucauldian theoretical frame, and a data set comprising 36 in-depth interviews, we show the complex and highly particular relationships between articulations of Britishness, and corporate, organizational and personal identities. Such complexity is suggestive of the contradictory connections between national and organizational identities, and of the disjointed, discursive and affective characteristics of organizational identity. Our contribution to the study of organizational identity lies in both an illumination of the local discursive dynamics of identity construction at the individual and collective levels, and an assertion of the ontological role of discourse(s) in structuring understandings and expressions of organizational identity.