This study aimed at filling in the gap in the literature by examining the organizational identity (OI) of a group of private not-for-profit liberal arts colleges (LACs) and their change and/or stability over time. The OIs were investigated by employing a qualitative content analysis for the strategic plans of eleven LACs over time. The selected colleges represented the distinctive characteristics of a LAC though they have made a critical organizational change by adding vocational programs to their curriculum. Findings indicated that the colleges have developed more complex dynamic OIs over time where both change and stability were interacting. Internal and external pressures shaped the organizational identities of the colleges. The colleges could remain some of their distinctive features while other markers of distinctiveness were less pronounced. OI, as a means to combine insights from the classic and new versions of institutional theory, could offer a fruitful link between the normative and the intraorganizational elements of this theory. [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.]