Why do national identities usually endure but sometimes radically change? Much of the time, identity socializes or constrains leaders to act in patterned ways. Occasionally, however, leaders are able to dramatically alter those self-images. This article offers a general argument for varying identity plasticity. It brings together organizational theory and social theory to demonstrate how ideas about means to goals can in certain circumstances change how states see themselves. I examine the plausibility of this explanation in cases of continuity and change in Japan's identity in the 19th century and the Soviet Union's identity in the 20th century — in both instances challenging the common wisdom that identity was a direct product of international pressures. The argument suggests the importance of synthetic explanations — i.e. concrete generalizable propositions on how ideas and power interact in specific ways to influence the evolution of national identity.
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