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This paper examines the expanded function of business models in promoting organisational sustainability, emphasising their significant influence on strategic management and enduring environmental and economic viability. This study employs a comprehensive literature analysis to analyse data-driven business models and their congruence with Sustainable Development Goals (SDGs), emphasising the significance of technology, innovation, and sustainability in contemporary business practices. The results demonstrate that sustainable business models promote economic growth, responsible consumption, and industry innovation while also making substantial contributions to environmental stewardship. The study specifically examines the Sustainable Development Goals of Decent Work and Economic Growth (Goal 8), Industry, Innovation, and Infrastructure (Goal 9), Responsible Consumption and Production (Goal 12), and Partnerships for the Goals (Goal 17). The study indicates that incorporating sustainability into business model innovation is essential for strategic success in the contemporary corporate environment. Sustainable business models are essential for organisations seeking to excel in environmental and social governance while ensuring economic success. This strategic integration revolutionises conventional business methods, guaranteeing that organisations not only endure but flourish by adjusting to global challenges and shifts in the economic environment.

The study investigates the impact of skills and concomitant competencies in enhancing claims management in order to ameliorate disputes in the South African construction industry. By evaluating the role of various skills and abilities, the study provided significant insights for optimizing claims management methods and enhancing project outcomes. The study adopted a mixed-method approach, combining a content analysis of industry reports, and legal precedents relating to construction claims management and skills development. Additionally, structured interviews and surveys were undertaken with key stakeholders in the construction sector. A total of eleven interviews and ninety-three (93) complete responses were retrieved from respondents including contractors, subcontractors, project managers, legal experts, and industry associations. These interviews and surveys attempt to obtain qualitative and quantitative data on the impact of skills on claims management procedures, including competency levels, training experiences, problems faced, and perceived outcomes. study underlines the need for investing in training and development programs to alleviate skills shortages and build a culture of competence among construction professionals. The conversation discussed the possible role of technology in complementing abilities and improving claims management efficiency. It is recommended that recognizing the crucial link between skills and claims management effectiveness, stakeholders may apply measures to limit risks, improve procedures, and ultimately increase successful project outcomes in the construction industry.

This study examines the influence of strategic foresight on the financial performance of small and medium-sized firms (SMEs) within the mining sector of South Africa's Eastern Limb. It examines the roles of scenario planning, external environmental assessment, and organisational culture in fostering financial resilience and competitive advantage. The research utilises a quantitative methodology, employing survey data gathered from 310 participants, comprising firm owners, managers, and employees within mining SMEs. The study employs linear regression analysis to evaluate the correlations between strategic foresight activities and financial performance metrics, including revenue growth, profitability, and return on investment (ROI). Reliability was established via Cronbach’s alpha (exceeding 0.9 for all constructs), while validity was assessed using Pearson correlation coefficients. The findings demonstrate that all three elements of strategic foresight—scenario planning, external environmental scanning, and organisational culture—exhibit a substantial and favourable correlation with financial success in mining SMEs. The investigation indicates that SMEs with strong strategic foresight systems are more adept at risk mitigation, regulatory adaptation, and maintaining financial growth. The research highlights the essential function of strategic foresight in improving financial resilience and stability in mining-focused SMEs. Companies that actively participate in scenario planning and environmental monitoring while fostering a robust organisational culture are more likely to adeptly manage market uncertainty. The findings provide guidance to SME leaders, policymakers, and researchers on incorporating foresight-driven strategies for enduring sustainability and financial prosperity.