Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The research found and understood that the ability of the case study organisation (company X) to understand sustainability issues and stakeholder interests lies in the firm‟s core purpose and strategy (i.e. the notion of incorporating sustainability into business decisions). The research also understood that at company X the three strategy propositions (value, profit, people) are achieved through the process of implementing the company‟s change initiatives for sustainability and in turn support the company to evolve towards a sustainable enterprise. The ability to make sustainability a fundamental aspect of its business decisions is what distinguishes company X such that it can successfully design, introduce and diffuse strategies, practices and cultural traits aligned with sustainable models The researcher further believes that change interventions or initiatives carried out at company X such as value delivery, workforce plan alignment and cash generation are expected to enhance responsibility and accountability of employees. At company X, individuals are informed and allowed a great deal of autonomy when it comes to generating ideas to tackle strategic initiatives. The sense of inclusiveness allows individuals in company X to change their identity and behaviour in line with ideal models of the sustainable enterprise.

There have been tremendous economic developments in all parts of the world including developing nations. One of the major drivers of these developments has been from the Small to Medium Enterprises (SMEs). These businesses have enabled many nations to create employment, resulting in an increase in the Gross Domestic Product (GDP). In as much as SMEs have well documented benefits, they also require many support, capital and business skills. This has led to the establishment of SME incubation centres where start-ups are hosted and trained to have the business skills. However, despite the incubation initiatives, SMEs still fail to grow and always have challenges. At times, the challenges are not finance related but lack of proper business strategies. This could be addressed by considering business models. This dissertation considers the initiatives that have been taking place on SMEs. A case study of SMEs in Namibia within the Khomas region is used. A mixed research approach was adopted. Specific research methods used were interviews and observations with questionnaires being used as the instruments to gather the required information. SMEs from the Bokamoso Entrepreneurial Centre in Windhoek were selected for the research population. One of the popular Business Model Canvas tools was used as a sample of a guide in data collection, where SMEs engaged were to indicate how they apply certain categories of the canvas. Results show that SMEs engaged do not have specific business models they are applying. However, there were many elements and understanding of the categories from the business model canvas. At the same time, SMEs mentioned incorporating technologies in their businesses and using ICTs to reach customers and make an effort to cut on the cost of bringing in stock. It was also clear that SMEs work independently and have long working hours when they are to meet specific orders. It was concluded that SMEs’ needs are different and that it may be difficult to use one business model. However, a mixture of a few business models could be combined to cater for the changing environment and address business needs. The Business Model Canvas could be applied for the Namibian SMEs but there is need to consider some other business models such as cutting out the middleman, business partnership models and bricks and clicks models. / Business Management / M. Com. (Business Management)