In this research we would like to answer two questions. (1) Why are some co-operatives more and more similar to capital venture companies in their operations and thus under threat of losing their co-operative identity? (2) How can co-op members and executives recognize strategic value in the adherence to Co-operative Values and Principles, audit themselves and their co-op and avoid isomorphism? Identity has become one of key psychological concepts that explains economic behaviours Thus the two disciplines merge to respond to major human issues. In this research we will apply the multidisciplinary and multilevel approach drawing on organizational psychology, economics, management and sociology, to define the co-operative “identity crisis”. Given their associational character on the one hand, and market pressure on the other, co-ops may be susceptible to isomorphism. This co-op isomorphism is noted in a number of studies and some government policies which help to privatise co-ops like in Ireland or in Poland. The reasons for this isomorphism are traditionally sought for in areas delineated by classical studies of DiMaggio and Powell (1983) who propose three forces of institutitutional isomorphism: (i) coercive; (ii) mimetic (iii) normative. Market and financial power of corporations to influence culture and epidemiology of representations may seem responsible for isomorphic abandoning co-operative values. In the planned research we claim that apart from market and economic factors isomorphism has psychological roots in the contagion of implicit anthropologies, business and economy literacy of the owners and governance structure and propose to audit the additional factors with new tools developed during the fellowship. They aim at individual diagnosis and organizational multidisciplinary audit. This approach may improve awereness of isomorphism and change it by means of policies and development methods based on upgraded Vroom's contingency model.