Gregory, K. L. (1983). "Native-View Paradigms: Multiple Cultures and Culture Conflicts in Organizations." Administrative Science Quarterly, 28: 359-376.

Basically Gregory faults many organizational culture studies as failing to explore multiple "native" views encompassing several subcultures.

Many researchers have emphasized the homogeniety of culture and it's cohesive function than it's divisive potential. Instead, most organizations should be viewed as multicultural. Furthermore, an ethnocentric view also increases the tendency for misunderstandings.

She sees three dimensions of contrast among cultural paradigms -- 1)holistic-particulate 2)explanatory-interpretive 3) external-view/native view.

The explanatory holistic paradigm tries to show how culture parts function to maintian the integrity of the group's social structure. This was the primary perspective of early industrial sociologists, including the Human Relations school. They were designed to help managers better control subordinates by taking their cultural reactions into account. The strength was its recognition of the importance of informal social organization in industry.

Inpterpretive Holistic Paradigms

This paradigm looks at themes that run through cultures. It's criticized as being overly simplistic and emphasizing integration over differentiation. Ouichi compared Japanese, American, and Z (American type with Japanese characteristics). Deal and Kennedy and Peters and Waterman also focused on a holistic view of industrial cultures. The goal of this is similar to Human relations, in that it tries to "illustrate the impact of irrational human factors on rational corporate objectives". , and evaluate the effectiveness of the culture in respect to management goals.

Native-View vs External View

Native-view (or semiotic) approaches are more problematic, because two or more native viewpoints are probably different from each other. This is also characterized as emic vs etic approaches.

Gregory goes on to propose a research agenda considering multiple native views. She adds that it may be more accurate to relate degree of integration of cultures as "strong" or "weak". She then describes a study in Silicon valley on technical professional careers.