A conceptual model on the reciprocal relationship between organizations’ identity and interorganizational relationships is developed in this paper. The rationale is that when organizational members, and particularly managers, are obligated to act on the behalf of the organization, as in engagement in interorganizational relationships, they cannot solely rely on their own assumptions but rather need to turn to the organization’s assumptions for guidance. This may explain why organizations differ in their approach of and interactions in interorganizational relationships beyond current explanations emphasizing the effects of partner complementarity, the influence from objective environmental demands or cost analyses. These traditional explanations can explain some of the differences in how organizations interact, but fall short when it comes to questions such as: “Why can we notice that managers in some organizations are overly restrictive toward interorganizational relationships, even if circumstances and conditions signal that the manager has reasons to be open for such involvement?”; and “How come that several managers from the same organization act as “givers” in exchanges in interorganizational relationships, whereas managers from another organization may all be “takers”, when the organizations display similarities on other aspects?”. This paper aims to target such questions by proposing how organizational identity influences managerial views on interorganizational relationships; the relationships between those managerial views on how interorganizational relationships are approached; how the approach influences the interaction in those relationships; and how the interaction provides feedback that influences the organizational identity.