A field study tested the hypothesis that individuals with a complex social identity would display fewer negative effects of a threat to social identity. A 3-wave longitudinal study measured individuals' response to being transferred from 1 group to another within an organization. Individuals with a complex social identity, who identified with the larger organization as well as with their primary work group, had less anxiety and had an easier transition than did individuals with a less complex social identity. The results are discussed in terms of organizational benefits of employees' organization-level identity. Implications for consulting psychologists are outlined.