Amid a more unstable global commercial landscape, the Zimbabwean food sector is confronting substantial problems that jeopardise its future viability and competitive advantage. These issues are exacerbated by economic volatility, political uncertainty and climate changes that impact agricultural production and food supply systems. Sustainable strategic management practices are essential for promoting resilience and enduring performance in a volatile environment. Nonetheless, the degree of adoption of these methods within the Zimbabwean food industry remains little examined. It is important to comprehend the determinants affecting the adoption of SSMPs and the ramifications of these methods on operational effectiveness, environmental sustainability and revenue growth within the industry. Researchers such as Porter and Kramer (2016) have emphasised the strategic significance of sustainability measures in bolstering competitive advantage; nevertheless, detailed insights into the Zimbabwean context are limited and require additional investigation.

This study aims to examine the extent of SSMPs adoption in the Zimbabwean food sector and to identify the primary facilitators and obstacles to its implementation. The objective is to evaluate the knowledge and comprehension of SSMPs among industry executives and examine the integration of these practices into corporate strategy to avoid risks and capitalise on opportunities in the dynamic business environment. This research will yield vital insights on the efficacy of SSMPs in stabilising and improving the performance of enterprises in turbulent environments. Furthermore, it will provide guidance for industry players on the formulation and execution of effective sustainable strategies to guarantee enduring viability and success. This research will enhance the scholarly dialogue on sustainability in industry and offer practical recommendations for the Zimbabwean food sector (Elkington 2000; Hart 2019).

The study aimed to address the following research questions:

The study utilises an exploratory approach, which is appropriate for examining a topic that has not been well researched and lacks a substantial body of current literature (Hay, Smith & Jones 2020). It was considered appropriate owing to its flexibility, provision of in-depth understanding of issues under study as well as the buy-in of various key stakeholders in the study with wholehearted participation. This study examines SSM practices within the food industry, a domain that has not been well investigated.

The study population comprises five gatekeeper institutions in Zimbabwe: the Consumer Council of the Republic of Zimbabwe, the Grain Marketing Board, the Food and Agriculture Organization of Zimbabwe, the Chartered Association of Purchasing and Supply, and the Confederation of Zimbabwe Retailers. The populations from these institutions were classified into five different stakeholder groups: (1) food manufacturers and processors; (2) distributors and suppliers; (3) retailers and wholesalers; (4) consumers; and (5) representatives of the government and non-governmental organisations. The study also made sure that there was use of theoretic saturation in the understanding of issues under study.

The stratified sampling method was employed to ensure equitable representation of all relevant subgroups within the overall population (Mweshi & Sakyi 2020). Following the formation of groups of stakeholders, participant selection was conducted by purposive sampling. Purposive sampling enables selecting members of a sample with particular knowledge or skill in the pertinent field (Nyimbili & Nyimbili 2024), specifically management experts with 10 years of experience in the SSM industry. This improves the effectiveness of the research effort for time and resources by focusing on those most likely to provide valuable information. To ensure sufficient representation, five participants from each stakeholder group were initially selected, yielding a sample size of 25 participants. Only 23 participants from the whole sample were successfully interviewed. Table 1 is a summary of the participants that were interviewed. All criteria for participant enrollment were fulfilled. Every participant, aged 30–62 years, has at least 5 years of experience in management or supervision. Furthermore, each participant has 10 years or more professional experience in the food sector.

The field of ethics focuses on establishing moral rules to assess circumstances in which an individual or community may suffer injury, shame or suffering as a result of data gathering practices (Massie & Gillam 2015). Trustworthiness measures were used in the study to validate and offer credible and dependable research findings. This included the aspect of credibility where member checks were implemented, the aspects of transferability, dependability and confirmability, which indicates the degree to which results are shaped by the participants. The study complied with all established protocols and acknowledged standards for research in academia conduct (Creswell & Poth 2018). The University of Zambia has secured ethical approval for the study (REF. No. 6055-2024). The participants in the study engaged willingly in the interview process. They were apprised of the study’s aims and that information was being collected only for scholarly purposes. The researcher notified the interviewees that they might withdraw from the study at any point without incurring charges or needing to provide reasons, underscoring that their involvement was entirely voluntary. Furthermore, anonymity was guaranteed, and the respondents’ data were preserved in complete secrecy (Massie & Gillam 2015). Prior to the interviews, respondents were required to provide their informed consent as well as written consent for participation in the study and to permit the recording of the discussions.

The implementation of SSMPs in the Zimbabwean food sector is mostly motivated by environmental, economic and social factors. In a turbulent global economic landscape, companies are increasingly acknowledging the significance of sustainability to preserve competitiveness, reduce risks and bolster resilience. These findings can be substantiated by the perceptions given by participant 2 who was quoted as saying:

The experienced gained has shaped the understanding around the environmental considerations within the manufacturing sector.

Environmental considerations, including climate change and resource constraints, necessitate that firms adopt more sustainable practices to minimise waste, enhance resource efficiency and decrease carbon footprints. Moreover, compliance with international environmental standards allows these enterprises to penetrate worldwide markets, where customers and authorities want ecologically sustainable products. The findings are in sync with participant views, for example:

The business environment must be anchored on sustainability and responding to the changes happening within the external business environment.

Economic issues are crucial, because sustainability frequently correlates with long-term cost reductions and enhanced financial performance. These findings were buttressed by one of the participants, who was of the notion that:

Sustainability is an aspect that must be recognised from a diverse perspective within the supply chain systems.

Organisations that use SSMPs can gain operational savings, lower waste disposal expenses and achieve enhanced energy management. This not only reduces expenses but also elevates company reputation, appealing to environmentally aware customers and investors. Social considerations, such as increased customer awareness and desire for ethical business practices, compel corporations to adopt SSMPs. Businesses are compelled to implement measures that enhance social welfare, such as equitable labour policies and community involvement, to cultivate trust and loyalty among stakeholders.

The respondents’ opinions agree on the notion that sustainability is essential for preserving and augmenting competitiveness in the Zimbabwean food business within a dynamic global market. The plant manager prioritises operational effectiveness and expense reduction as key motivators, underscoring the financial advantages of using green energy solutions. The supply chain coordinator emphasises the challenges of worldwide market dynamics, highlighting the necessity of conforming to global sustainability norms to establish alliances and enhance market access in line with consumers’ tastes and preferences. This has been taken cognisance of by a participant who said:

Sustainability practices have the capacity of changing consumer preferences in line with ethically manufactured products and services. The marketing director and strategy planner see sustainability as a strategic differentiation and a means of risk mitigation. The marketing director emphasises the transition in consumer preference towards sustainable products as a crucial factor in corporate strategy, indicating that positioning as an ethical brand facilitates premium pricing and fosters customer loyalty. Simultaneously, the strategic planner adopts a comprehensive perspective, acknowledging sustainability as a fundamental component of resilience amid economic fluctuations and supply chain instabilities. The various viewpoints demonstrate that the adoption of SSMPs in the Zimbabwean food business is complex, driven by a combination of environmental accountability, economic rationality and social consciousness.

Sustainable strategic management practices may substantially improve a company’s competitive edge and profitability, particularly in the unpredictable global economic landscape. These findings are in line with the views of a participant who pointed out that:

By adopting sustainable practices, organisations may distinguish themselves from rivals, establishing a distinctive selling proposition that appeals to environmentally sensitive consumers. Implementing green supply chain management and guaranteeing sustainable procurement may save costs by optimising resource use and minimising waste, resulting in enhanced profitability. These attributes can be linked to the understanding of one of the participants who indicated that:

Moreover, firms that synchronise their approaches with sustainability can alleviate risks linked to environmental rules and social demands, thereby ensuring a stable operating landscape (Porter & Kramer 2016). The findings are closely associated with the views of another participant, namely:

There is robust need for unique management of the resources for effective utilisation in the ever-changing business environment. In the context of the Zimbabwean food sector, adopting SSMPs may foster innovation in product offers and enhance operational efficiency, which are crucial for success in international markets. Organisations that emphasise sustainability are likely to draw investors and collaborators who appreciate ethical practices, thus improving their market standing and financial outcomes. Moreover, SSMPs enable companies to foresee and adjust to shifts in customer preferences and legal mandates, thus securing sustained growth and profitability. Sustainability is not only a compliance strategy; it is a means to achieve a competitive advantage in global marketplaces (Hart & Milstein 2013).

The replies of the interviewees demonstrate a significant link between SSMPs and improved overall competitiveness in the international marketplaces for Zimbabwean food enterprises. Feedback from interviewees emphasises cost savings, brand distinctiveness, market resilience, and collaboration possibilities as primary advantages of these methods. These research findings can be in tandem with what one of the participants observed:

These conclusions correspond with the prevailing claims in the literature that sustainability programmes foster innovation and operational efficiency, which are essential for sustaining competitive advantage (Elkington 2000).

Moreover, the focus on brand identification and global collaborations highlights the strategic significance of SSMPs beyond just operational efficiency. Sustainable practices assist companies in addressing the complexities of international commerce by cultivating a robust, favourable reputation and enhancing trust among worldwide stakeholders. This coordinated strategy not only increases profitability but also ensures a long-term competitive edge in the global market. The aggregated accounts of the respondents indicate that for enterprises in Zimbabwe’s food sector, SSMP is an essential component of strategic planning and implementation amid a fluctuating global market (Kiron et al. 2012).

In the implementation of SSMPs within the Zimbabwean food business, enterprises encounter several substantial hurdles because of worldwide market instability. According to a participant:

The issue of funding remains a critical component in the business environment that calls for collaborative stakeholder engagement for enhanced sustainability.

A significant concern is the volatility of currency values and the unpredictability of exchange rates, which can profoundly affect profitability and the capacity to uphold sustainable practices (Moyo 2021). The volatility of the Zimbabwean dollar, together with the variability of other currencies, poses difficulties in budgeting and long-term planning for sustainability efforts (Chigumira 2020). Moreover, the expenses related to adopting sustainable practices, such as the procurement of new technology or the overhaul of supply chains are exorbitant for several organisations. These suppositions can be equated to the sentiments of a participant who voiced:

Zimbabwe’s economic landscape now lacks substantial funding or incentives for sustainability, resulting in several enterprises facing challenges in securing capital for such transformations (Manzungu et al. 2021).

A further difficulty is the deficiency of experience and information about sustainable procedures within the local sector (Gwimbi 2019). Numerous firms lack access to the requisite skills and resources to efficiently execute SSMPs. This information deficiency leads to insufficient planning and implementation of these measures. The unstable political environment in Zimbabwe introduces additional complication, as political instability frequently results in sudden policy shifts that might hinder the execution of SSMPs (Zhou 2020). Ultimately, a considerable obstacle exists in reconciling local practices with international norms owing to divergent legislative constraints, hence hindering the implementation of universally recognised sustainable management methods (Sibanda & Chikweche 2021).

The respondents offered significant insights about the obstacles encountered by enterprises in the Zimbabwean food sector during the implementation of SSMPs. Each participant emphasised a distinct component of the complex challenges faced by their organisations. The absence of financial assets and investments was a prevalent issue, along with the wider economic difficulties identified in scholarly literature (Chigumira 2020). The challenge of conforming to international rules highlights the competitive difficulties encountered by Zimbabwean enterprises in the global arena (Sibanda & Chikweche 2021). These findings are associated with the participant who is of the view that:

Adhering to the rules and regulations has turned out to be a crucial issue for a diverse group of organisations in the food sector in Zimbabwe.

The interviewees predominantly advocated for increased government assistance and financial incentives to mitigate the cost obstacles related to the adoption of SSMPs. External help might furnish the essential resources for enterprises to invest in the technology and training necessary for sustainable practices (Manzungu et al. 2021). One of the participants said:

Furthermore, it was proposed that cooperative initiatives among government, the business community, and international organisations might provide strong frameworks for managing international rules, hence facilitating smoother integration into international markets (Gwimbi 2019).

Cultural and organisational aspects are pivotal in ascertaining the effective integration of SSMPs in the Zimbabwean food sector. Organisational culture, including shared values, attitudes, and practices among employees, may profoundly influence the implementation of sustainable initiatives. This can be attributed to the sentiments of a participant stating:

In Zimbabwean food enterprises, a culture that fosters creativity and adaptability is frequently more favourable for the adoption of SSMPs. This is because such a culture promotes employees to adopt change and incorporate new techniques that correspond with global sustainability trends. An obstinate organisational culture might hinder integration initiatives by cultivating disinterest or active resistance to change (Smith 2022a).

Furthermore, organisational structure and leadership are crucial elements affecting SSMP uptake. Organisations characterised by flat hierarchies and adaptive leadership approaches are often more effective in executing sustainable practices. This may be because of expedited and more participatory decision-making processes, facilitating rapid adaptation to sustainability measures. Effective leadership in Zimbabwean food enterprises is essential for aligning the SSMPs with corporate objectives and engaging all organisational tiers in the process. The findings are linked to the arguments of one of the participants who argued that:

Leaders that emphasise sustainability and effectively convey its significance are likely to achieve superior integration outcomes (Johnson & Miller 2023).

The interviewees’ replies underscore the need of cultivating a supportive organisational culture and proficient leadership for the successful implementation of SSMPs in the Zimbabwean food sector. One participant indicated that:

A recurring theme in the interviews is the focus on fostering a culture that prioritises transparency and creativity. This culture fosters participation and collaborative engagement in sustainability activities while ensuring that the implementation of the SSMPs is welcomed at all organisational tiers. The concept of fostering a culture that values continual improvement corresponds with Smith (2022b) results, which indicate that settings conducive to innovation are essential for the integration of sustainability.

Moreover, the respondents emphasise the need of proactive leadership that promotes openness and accountability. This observation aligns with Johnson and Miller’s (2023) conclusions that strong leadership is crucial for synchronising SSMPs with corporate objectives. This has been attributed by a participant indicating:

The focus on organisational structure for rapid decision-making underscores the necessity of a flexible strategy to effectively incorporate sustainable principles. Responses from interviewees indicate that a static or inflexible organisational structure may impede the prompt implementation of essential modifications concerning SSMPs.

The research reveals that many critical factors influence the adoption of SSMPs within the Zimbabwean food business engaged in international markets. The principal factors are legislative mandates, customer preference for sustainable goods, and the necessity for operational efficiency amid global competitiveness (Smith 2022b). Government policies that promote sustainability via incentives and regulations are essential for facilitating the implementation of SSMPs. Furthermore, increasing customer knowledge and preference for ethically produced products compel enterprises to adopt sustainable practices to remain competitive (Johnson & Miller 2023). The adoption of these factors has the capacity to leverage the implementation and execution of SSMPs within the food industry.

Sustainable strategic management practices significantly influence competitive advantage and profitability within the Zimbabwean food sector. Organisations that use SSMPs are more adept at maintaining enduring competitive advantages owing to augmented brand reputation, customer fidelity, and higher resource efficiency (Porter & Kramer 2016). Employing sustainable methods results in cost savings and innovation, enabling companies to provide unique goods at competitive prices, therefore enhancing profitability margins (Smith, Zhang & Li 2023). Industry assessments indicate that firms with strong SSMP frameworks have a notable enhancement in financial performance relative to those lacking such frameworks (World Bank 2021). The implementation of SSMPs leads organisations into seriously understanding the key components of interacting with business and its environment and developing unique strategies that can transform the day-to-day operations of the businesses.

Notwithstanding the benefits, Zimbabwean food enterprises have significant obstacles in executing SSMPs within a globally unstable commercial landscape. Economic volatility, variable foreign currency rates, and restricted access to technology and capital are substantial obstacles (National Statistics Agency 2023). The absence of skills and infrastructure to facilitate sustainable practices hampers the implementation process. Numerous companies face opposition to change from within the organisation who may not promptly acknowledge the advantages of long-term sustainability initiatives (Thompson 2022). Skills gaps are a serious component in terms of competitiveness as well as the implementation of strategies in the business. Strategic implementation can be successful if and only if unique skills are available for the implementation and execution of the strategies.

Cultural and organisational issues profoundly impact the implementation and efficacy of SSMPs in the Zimbabwean food sector. An organisational culture that prioritises sustainability and social responsibility enhances seamless integration as well as adoption of SSMPs (Porter & Kramer 2016). Organisations whose leadership emphasise sustainability in decision-making navigate implementation obstacles more efficiently. Cultural factors, including community values and social expectations, influence the strategic goals of organisations (Hofstede 1980). Companies that synchronise their plans with internal and external societal standards are more likely to effectively adopt sustainable practices. The implementation of sustainable strategic management principles in the Zimbabwean food business is affected by several elements, including legislative frameworks, market needs, and internal cultural dynamics. While SSMPs can improve competitive advantage and profitability, organisations have considerable hurdles, including economic uncertainty and resource limitations (Johnson & Miller 2023). Surmounting these obstacles necessitates a unified endeavour that encompasses cultivating an organisational culture that endorses sustainability and utilises external assistance from stakeholders (Smith 2022). Additional studies analysing case studies of effective SSMP integration may yield significant insights for firms seeking to manoeuvre the intricacies of worldwide business landscapes.

A principal constraint of this study on the adoption of SSMPs in the Zimbabwean food industry is the probable lack of generalisability stemming from its concentration on a single location and sector. The unstable business climate in Zimbabwe presents distinct obstacles that may not exist in other nations, thereby restricting the relevance of the findings outside the local context. The research may predominantly depend on qualitative data obtained from interviews and surveys, thus introducing bias and constraining the objectivity of the results. The changing political and economic environment in Zimbabwe might impact the industry’s dynamics, complicating the establishment of a stable analytical framework. Moreover, the limited sample size employed in this research may constrain the statistical power of the results, hence impacting the reliability of the conclusions reached.

Future research should seek to rectify these limitations by broadening the study’s scope to incorporate comparative analyses with other African nations exhibiting analogous economic situations or by investigating cross-industry comparisons within Zimbabwe to evaluate the wider application of SSMPs. Longitudinal studies may elucidate the temporal variations in strategic management practices and the ways in which organisations adjust to evolving external forces over time. Moreover, augmenting the methodological framework by integrating quantitative data and sophisticated statistical tools may yield a more thorough comprehension of the correlation between SSMP adoption and corporate success. Investigating the impact of technology and innovation on promoting sustainable practices in the food sector is a significant opportunity for future research, providing insights into how firms might maintain resilience in an unpredictable global market.