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This thesis is concerned with one example of the recent phenomenon of International Pathway Colleges, Sheffield International College. It is a case study designed to answer initial questions and identify areas for future research, which uses the lens of The Third Space (Bhabha, 1994) to investigate the educational, organizational and cultural aspects of the College. Chapter one presents a series of research questions to support the investigation. Chapter two’s literature review uses a framework suggested by Ridley (2008) to establish background, context, theories and concepts, terminology and previous research and its limitations. An ever-evolving HE sector and a for-profit educational and media sector are described. The circumstances which have brought them together in creating more than forty partnerships since 2005 are examined. Globalisation is identified as the driving force and key characteristics are identified. Two different narrative themes are described, one pessimistic and the other optimistic. The Third Space is then explored as a lens through which to consider the College: its educational, organizational and cultural facets are considered. Methodological and ethical issues are then reviewed. The research and its findings are discussed. It is suggested that the evidence depicts a sometimes random and contradictory picture as a consequence of a move from an international to an internationalizing strategy at the University – a move which has not been reflected in the mission or vision for the College. The thesis concludes with recommendations at the local and sector level. At the local level, it is recommended that Third Space analysis is used to determine where the College sits within the University’s internationalization strategy. At the sector level it is recommended that commercial rivals act collaboratively in the interests of the occupants of the sector – students and staff. Finally the prospects of this happening, and those for the College, are considered.