A First Nations housing initiative in Alberta, Canada—the “Millennium Housing Project”—is examined using a retrospective case study approach. This article intends to build on the already established linkage between institutional and culture theory perspectives by examining this real world example. The initiative involved cooperation between a construction company in Alberta and an Aboriginal (Métis Nation) community, resulting in institutional isomorphic processes that were generated through the experience, understanding and acceptance on individual and organizational levels of each stakeholder. The major example used to depict this isomorphism is with regard to the difference in the perception and importance of time as it relates to the different cultures in this “blended” industry setting. Details are provided to describe how organizational actions and context influenced cultural shifting of both parties, which assisted in dealing with project challenges. The article thus provides a model for the construction industry and Aboriginal government, serves to offer practical support to existing theoretical linkages, and acts as a call for future work regarding isomorphic-related opportunity, as well as Aboriginal-related impacts.