Numerous researchers have conducted qualitative and quantitative studies examining employee perceptions related to changes in their work environment based upon management/top-down (deductive) communication of vision, mission, and envisioned organization goals (Hofstede, Neuijen, Daval, Ohayv, & Sanders 1990), but research on the influence of subgroup/identity types on workforce perception is sparse (Dutton, Dukerich, & Harquail 1994). Data on subgroup identification with the mission and strategic goals envisioned by management/administration is limited. Also limited is knowledge of the influence they have over their members, which places management at a disadvantage in planning strategic organization objectives (Albert & Whetten 1985). These subgroups have the ability to influence member as well as non-member organization behavior and perceptions (Dukerich et al. 2002); (Huemer, Becerra, & Lunnan 2004); (Pratt & Foreman 2000). The ability to correlate and interpret employee and employee subgroups/identity type perceptions of the organization, its perceived identity, and envisioned culture enables management to recognize influentially positive or problematic elements within the organization that would affect and influence strategic planning, goal implementation, organizational reputation, economic funding, status, and other essential functioning (Puusa & Tolvanen 2006). [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]