Charles Martin S3134484

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The advantages of differing views on organisational culture theory: the benefits of a multiparadigm approach
The purpose of this essay is to outline the advantages and disadvantages of robust debate surrounding the field of organisational culture. To achieve this, this essay presents the benefits of robust debate which has led to multiple paradigms surrounding the field of organisational culture within organisational theory. It will then be demonstrated how the effect of multiple paradigms produces various, ever improving research approaches, and different research methods which contribute insights that refute, support or extend current knowledge (Lewis & Kelemen 2002). When examined, these techniques provide a context for change within management practice using a multiparadigm approach.

It has been observed by many researchers that a single paradigm is inevitably limiting when attempting to uncover certain facets within organisations and can obscure others (Schultz and Hatch 1996). The apparent discourse within organisational culture theory has exemplified organisational theory to the extent that Mingers and Brocklesby (1997) praised organisational studies for exemplifying and encouraging multiparadigm interests within other fields of research (e.g. physics, biology). The benefits of a multiparadigm approach is argued to offer a midpoint between the extremes of academic theory; this has been achieved in organisational culture by constructing consistent representations of the effect organisational culture on an organisations performance. Schultz & Hatch (1996) explain that it is difficult to find organisational theorists who simultaneously recognise contrasts and connections between paradigms. The work of Dahler-Larsen (1994) is a good example of this: predominantly critical of corporate cultures claim that the