interventions for diversity management in a new company - lessons from KwaZulu Natal
Abstract
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 a
theoretical methodology. The author was actively involved in the strategic planning and
workshop interventions.