This case study offers an in-depth investigation of the organizational identity construct (Albert and Whetten, 1985) from a shared mental model perspective. Specifically, the study explored the links between shared identity and members' coordination and communication behaviors in a microbrewery. Using six semi-structured interviews, five dimensions defining the character of the studied organization were elicited: quality producer, influence of the founder, involvement in the local community and social events, geographic attachment, and family/team.  Building upon those findings, quantitative survey data were obtained from 35 organizational members in different departments to test the relationships at the dyadic level between shared perceived organizational identity and perceptions of coordination and communication behaviors. Departmental affiliation was also tested for moderating effects. The findings suggest some evidence of associations between members' agreement in dyads about organizational identity and their perceptions of group processes. The moderating role of departmental membership was not supported. Theoretical and practical implications of the study's results are discussed. Recommendations for future research are also proposed in light of the study's limitations.