At the firm-level, research on the relationship between specific entrepreneurial strategies and performance measures has been mixed. New complementary research at the individual-level may clarify this. For example, recent research has shown that social dimensions of a work group (e.g. autonomy and teamwork) moderate the relationship between entrepreneurial strategies and job performance at the individual level (Monsen, 2005). In this paper we introduce organizational identity as a new moderating dimension. We apply the work of Gioia and Thomas (1996), who differentiate between normative (values-driven) and utilitarian (financially-driven) organizational identities. Our individual-level strategy-performance model draws on social identity theory and relates perceptions of a firm’s entrepreneurial strategy to job role identity, organizational identification, and individual job performance.