A prevalent phenomenon in modern organizational contexts is for individuals to operate in multi-role environments that drive them to define themselves through multiple, often simultaneously salient role identities. These role identities function as filters of appropriateness, as to how individuals as well as their social context would expect them to behave in a role. In a context where individuals adopt multiple role identities, they need to evaluate which role identities are most appropriate to enact for that given situation, potentially forcing them to move between different role identities frequently, also referred to as micro role-transitions. Prior research highlights many potential cognitive, emotional, and performance-related effects on the enactment of multiple role identities in the organizational context. Our qualitative case study of CarCorp (Technical Vehicle Testing Company - name changed for reasons of anonymity), one of the four nationwide accredited car inspection organizations in Germany, adds to these insights by pointing to the creation of a ‘behavioral’ competitive advantage that allows CarCorp operating in a highly regulated market to generate above-average performance as a result of successful role identity management. These findings provide insights that complement recent studies that have looked into the micro-foundations of strategy as to how identity may drive individual and ultimately organizational performance. Specifically, we develop a theoretical model of how multi-role identity management may provide flexibility and empowerment to individuals, which ultimately allows them to drive superior organizational performance.