People’s organizational identities can be characterized not only by the specific perceptions they hold about being an organization member (i.e., perceived membership standing), but also by the certainty with which they hold such perceptions. This conceptual article introduces the concept of organizational identity clarity, defined as the degree to which a person is clear and secure in his or her identity as an organization member. It proposes a model of how people maintain organizational identity clarity in workplace interactions. The model outlines different task-based and relational tactics that people use and the outcomes associated with the success and failure of these interactions. Theoretical implications and practical ramifications of organizational identity clarity for both individuals and organizations are discussed.