The study investigated Indigenous and Culturally-Embedded Strategy-Making in South African firms, guided by two research objectives: examining the current state of IKS integration and identifying barriers and facilitating factors influencing adoption. The study adopted an interpretivist paradigm and employed a qualitative multiple case study design. Purposive sampling selected 25 participants from SMEs, multinational corporations, and state-owned enterprises, including senior managers, strategic planners, human resource directors, and indigenous knowledge practitioners. Data were collected through semi-structured interviews and document analysis, and analysed using thematic analysis. The findings revealed that while organisations have policies recognising indigenous knowledge, these are rarely translated into operational frameworks. Ubuntu values were often adopted superficially without substantive integration. However, some SMEs demonstrated meaningful integration, building business models around indigenous knowledge. Significant barriers included Western centric strategic dominance, resource constraints, inadequate training, and resistance to change. Facilitating factors included government frameworks, leadership commitment, and multi stakeholder collaboration. The study contributes to Decolonial Theory, Ubuntu Philosophy, and IKS Theory by empirically validating epistemic dissonance, identifying barriers to Ubuntu operationalisation, and demonstrating that meaningful integration requires systemic incorporation. The findings offer practical implications for corporate leaders, SMEs, policymakers, and academic institutions, contributing to social and restorative justice by exploring how firms can redress historical inequities and foster inclusive economic landscapes.