interventions for diversity management in a new company - lessons from KwaZulu Natal

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dc.contributor.authorMersham, Gary
dc.date.accessioned2018-03-06T09:24:43Z
dc.date.available2018-03-06T09:24:43Z
dc.date.issued2007
dc.description.abstractThis 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 a theoretical methodology. The author was actively involved in the strategic planning and workshop interventions.en_ZA
dc.description.versionPublisher's versionen_ZA
dc.identifier.citationMersham, G. (2007). Communication interventions for diversity management in a new company - lessons from KwaZulu Natal. Communitas, 12, 69-91.en_ZA
dc.identifier.issn2415-0525 (online)
dc.identifier.issn1023-0556 (print)
dc.identifier.urihttp://hdl.handle.net/11660/7933
dc.language.isoenen_ZA
dc.publisherDepartment of Communication Science, University of the Free Stateen_ZA
dc.rights.holderDepartment of Communication Science, University of the Free Stateen_ZA
dc.subjectIntercultural business communicationen_ZA
dc.subjectDiversity managementen_ZA
dc.subjectOrganisational cultureen_ZA
dc.subjectTicor Ltd.en_ZA
dc.subjectKumba Resources Ltd.en_ZA
dc.titleinterventions for diversity management in a new company - lessons from KwaZulu Natalen_ZA
dc.typeArticleen_ZA
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COM 2007 Volume 12