This article explores a South African/Australian corporate joint venture whose corporate culture is bi-national, multiracial and multi-ethnic in character, synthesising a variety of elements including modern first world corporate culture, traditional cultures, and the emerging culture of the “new” South Africa. It is based on a project carried out for Ticor SA, a mineral sands mining and processing facility, sixty percent owned by Kumba Resources Ltd, a publicly listed South African company, and forty percent owned by Ticor Ltd, a publicly listed Australian company and manager of the project. This study employs a case study / participant observer methodology and atheoretical methodology. The author was actively involved in the strategic planning and workshop interventions
