The food industry faces longstanding challenges in meeting sustainability practices within its supply chain, often prioritising commercial obligations and profit motives. However, there is a growing recognition of the critical role that sustainable food supply chain management (SFSCM) practices play in enhancing food security.
This study aims to establish the significance of SFSCM practices in enhancing food security. Furthermore, the study explores approaches to reduce challenges against implementation of SFSCM practices.
The study employed a qualitative approach and used stratified and purposive sampling techniques to interview 22 participants from a population of 9 gatekeeper institutions within the Zimbabwean food industry.
The findings highlighted several essential SFSCM practices covering waste management, logistics optimisation, water and energy conservation, employing qualified individuals, carbon emission reduction, corporate social responsibility, cost reduction, pricing efficiency, fair food distribution and continuous consumer taste surveys. Approaches to reduce SFSCM implementation challenges were also identified, and these include stakeholder communication plans, capacity building programmes, integrating sustainability into mission statements, budget allocation, lobbying for government support, and fostering collaborative engagements. Open information sharing was also emphasised.
It is concluded that the adoption of identified SFSCM practices by food producers, intermediaries, suppliers, consumers and other stakeholders can significantly enhance food security and minimise hunger in nations.
This article contributes to the understanding of addressing SFSCM implementation challenges and provides valuable insights into the importance of sustainable practices in improving food security within the Zimbabwean food industry and the world at large.
The global food industry faces a dual challenge of meeting the increasing demand for food while ensuring sustainability in the face of environmental and social pressures. Factors such as climate change, water scarcity and food loss in the supply chain impact the ability of the food sector to meet growing demands (Yu et al. 2022a). Food supply chains are complex systems involving multiple stakeholders, each contributing to the production, processing and distribution of food products. This complexity is further heightened by the diverse range of food types and consumer preferences, which necessitate intricate supply chain networks (Lawrence et al.
In developing nations, the complexity of food supply chains is exacerbated by the involvement of smallholder farmers with limited access to markets and resources. This often leads to intermediary activities that increase costs, reduce quality, and contribute to food losses and waste, ultimately affecting food security (Gatto & Chepeliev
Investing in SFSCM not only helps to ensure a steady food supply but also presents opportunities for businesses to enhance their brands and cater to changing consumer preferences (Lawrence et al.
Borrowing from these successful examples, there is an opportunity for the Zimbabwean food industry to adopt SFSCM practices tailored to its unique context. By understanding the specific challenges and opportunities within the Zimbabwean landscape, policymakers and industry stakeholders can develop targeted interventions to improve food security and sustainability (Yu et al. 2022b). This study aims to provide theoretical and practical insights into SFSCM practices, thereby identifying key challenges and proposing solutions to enhance food security and sustainability in the country. To achieve this, the study explores SFSCM practices that are currently being adopted by organisations within the food industry. The study also establishes the extent to which SFSCM practices are being implemented by food industry organisations. Furthermore, the study explores the challenges that organisations face as they implement SFSCM practices within the food industry. Lastly, the study recommends approaches that can be employed to overcome the challenges against the implementation of SFSCM practices in the food sector.
Despite growing recognition of the importance of sustainability, many organisations within the food industry continue to prioritise commercial obligations and profit motives over sustainable practices. This misalignment exacerbates food insecurity, particularly in developing nations such as Zimbabwe, where supply chains are often fragile and vulnerable to disruptions (Ajayi et al.
Evidence suggests that the adoption of SFSCM practices, such as waste management, carbon emission reduction, logistics optimisation, water and energy conservation, and fair food distribution, can play a pivotal role in enhancing food security (Yu et al. 2022b). However, the extent to which these practices are implemented varies widely, with many organisations encountering significant barriers. These challenges include financial constraints, a lack of technical expertise, resistance to change and insufficient stakeholder engagement (Gatto & Chepeliev
Sustainability theory is an interdisciplinary framework that evolved over decades, influenced by environmental science, economics and social sciences. A key milestone was the 1987 Brundtland Report, commissioned by the United Nations, which defined sustainable development as meeting present needs without compromising future generations (World Commission on Environment and Development
This framework guides the exploration of SFSCM practices, their implementation, the challenges faced and the strategies to overcome these challenges to enhance food security.
In the context of SFSCM, environmental sustainability includes practices such as reducing carbon emissions, minimising waste and using renewable energy (Yu et al. 2022b). Social sustainability involves ensuring fair treatment of workers, equitable distribution of resources, and fostering community well-being, as seen in practices such as fair pricing, supporting smallholder farmers and ensuring food safety (Lawrence et al.
Systems thinking, another key concept within sustainability theory, views the food supply chain as an interconnected and interdependent system, crucial for understanding its complexity and dynamic nature. This perspective helps analyse the extent to which SFSCM practices are implemented and the interconnected challenges organisations face. For example, smallholder farmers in developing nations often encounter barriers like limited access to markets and resources, leading to higher costs and food losses (Gatto & Chepeliev
Stakeholder engagement is essential for achieving sustainability, involving all stakeholders, including suppliers, consumers, communities and governments, in decision-making to address their needs and concerns (Lu et al.
Critics argue that implementing sustainability practices can be challenging because of high initial costs, a lack of technical expertise and organisational resistance. Overcoming these challenges requires comprehensive support from policymakers, including subsidies for green technologies, training programmes to build expertise, and regulations encouraging sustainable practices (Lu et al.
Sustainable food supply chain management has a critical role in addressing the multifaceted challenges within the global food industry. The SFSCM aims to ensure the delivery of safe, nutritious food while minimising environmental impact and promoting social welfare. This approach involves coordinated supply chain operations to enhance environmental performance and ensure equitable treatment of stakeholders throughout the food supply chain (Zhang & Chen
Key components of SFSCM include waste management, energy efficiency, water conservation, greenhouse gas emissions reduction and ethical sourcing. These practices collectively contribute to environmental sustainability by reducing resource consumption, minimising waste and lowering the carbon footprint (Ray, Muddu and Sharma
The successful implementation of SFSCM relies heavily on collaboration among various stakeholders, including government entities, suppliers, consumers and retailers. Effective stakeholder engagement fosters transparency, accountability and trust, thereby enhancing decision-making and social impact (Gurzawska
Risk management is crucial for maintaining the integrity and resilience of the food supply chain. Identifying and addressing potential risks, such as supply chain disruptions and regulatory changes, is essential for sustaining food production and distribution (Burger-Helmchen, David & Hendrik
The adoption of SFSCM practices in developed countries is more widespread compared to regions such as Africa, where financial constraints, a lack of technology and corruption pose significant barriers (Munuhwa
To mitigate these challenges, various approaches are suggested, including risk management practices, robust stakeholder communication plans, and technological integration such as blockchain and Internet on Things (IoT) (Hassoun et al.
Several gaps have been identified from few researchers on SFSCM. There is a significant focus on developed countries, with limited research on SFSCM practices in developing regions such as Africa. Furthermore, there is a lack of consensus on standardised frameworks for measuring the effectiveness of SFSCM practices (Tetteh, Agyenim-Boateng & Simpson
This study sought to answer the following four research questions:
The research is based on an exploratory design, which is appropriate as it delves into a topic that has not been extensively studied and lacks a substantial body of prior research (Hay, Smith & Jones
The study population comprises nine gatekeeper institutions in Zimbabwe: the Consumer Council of Zimbabwe; the Grain Marketing Board; the Grain Millers Association of Zimbabwe; the Ministry of Lands, Agriculture, Food and Nutrition; the Water and Rural Resettlement Ministry; the Food and Agriculture Organisation of Zimbabwe; the Chartered Institute of Purchasing and Supply; the Zimbabwe National Chamber of Commerce and the Confederation of Zimbabwe Retailers. The populations from these institutions were stratified into five distinct stakeholder categories: (1) food producers and processors, (2) suppliers and distributors, (3) wholesalers and retailers, (4) Zimbabwe’s Consumer Council and consumers and (5) the government representatives (Ministry of Agriculture) and non-governmental organisations. Stratified sampling technique was employed to ensure that all relevant subgroups (SFSCM stakeholders) within the population are equally represented (Mweshi & Sakyi
The field of ethics focuses on developing moral guidelines for assessing instances in which a community or individual may suffer injury, embarrassment or discomfort because of the methods used for gathering data (Massie & Gillam
A summary of interviewed participants.
| Pseudonym | Gender | Age range (years) | Work experience (Years) | Working experience at managerial level | Occupation |
|---|---|---|---|---|---|
| Pat1 | Male | 41–50 | 15 | 6 | Logistics manager |
| Pat2 | Male | 41–50 | 18 | 14 | Supply chain coordinator |
| Pat3 | Female | 41–50 | 16 | 9 | Contracts manager |
| Pat4 | Male | 41–50 | 21 | 13 | General manager |
| Pat5 | Female | 41–50 | 19 | 16 | Procurement and logistics manager |
| Pat6 | Male | 41–50 | 11 | 7 | Stores manager |
| Pat7 | Male | 31–40 | 11 | 5 | Warehouse and distribution manager |
| Pat8 | Female | 41–50 | 17 | 7 | Buyer |
| Pat9 | Male | 51–60 | 20 | 16 | Purchasing and logistics director |
| Pat10 | Female | 41–50 | 14 | 8 | Supply chain analyst |
| Pat11 | Male | 31–40 | 11 | 8 | Inventory controller |
| Pat12 | Male | 31–40 | 15 | 12 | Dispatch manager |
| Pat13 | Male | 41–50 | 12 | 9 | Inbound logistics manager |
| Pat14 | Male | 31–40 | 10 | 6 | Driver controller |
| Pat15 | Female | 31–40 | 14 | 10 | Logistics manager |
| Pat16 | Female | 41–50 | 17 | 15 | Procurement manager |
| Pat17 | Male | 41–50 | 23 | 14 | Procurement manager |
| Pat18 | Male | 51–60 | 16 | 6 | Logistics coordinator |
| Pat19 | Male | 51–60 | 25 | 21 | Supply chain manager |
| Pat20 | Female | 51–60 | 26 | 19 | Assistant procurement and logistics manager |
| Pat21 | Male | 41–50 | 11 | 5 | Distribution manager |
| Pat22 | Male | 41–50 | 13 | 7 | Transport manager |
All of the requirements for participant enrolment were met, as indicated in
The study investigated the SFSCM practices used by businesses in Zimbabwe’s food sector. Different technical and industry-related responses from the interviewees indicated that they had been in the SFSCM business for a while. The implementation of SFSCM practices was reported by all 22 participants, and a fair distribution of SFSCM practices that align with the TBL framework was supplied. The SFSCM practices that the participants identified were categorised into social, economic and environmental categories, as shown in
Sustainable food supply chain management practices.
| Social sustainability practices | Environmental sustainability practices | Economic sustainability practices |
|---|---|---|
Human development and healthful food consumption |
Green purchasing, for example, sourcing only from ISO-certified vendors |
Paying employees enough to cover all of their eating needs |
Corporate social responsibility |
Waste management practices |
Cost-cutting and pricing efficiency in food manufacturing, distribution and retail |
Continuously undertaking market surveys to understand consumer tastes prior to food production |
Carbon emission reduction through efficient vehicle management |
Employing competent and skilled workers in the food supply chain |
Fair distribution of food |
Utilising renewable energy sources, such as solar energy, in logistics and food production |
Cultivation of various profitable crops |
Food donations |
Conserving energy and water Reusing food waste materials Optimisation of transportation Optimising warehouse operations |
– |
SFSCM, sustainable food supply chain management.
Participants in the interview responded as follows to the first question on SFSCM practices used by companies in the food business in Zimbabwe:
‘Energy conservation, water conservation, food waste reduction, fair distribution of food and a number of small ad hoc things to reduce poverty in Zimbabwe.’ (Participant 12: male, 12 years of managerial experience, dispatch manager)
‘It’s actually a lot, we encourage our farmers to use environmentally friendly farming methods. We also ensure the growing of crop varieties that are commercially profitable so that farmers become self-sufficient with their agricultural proceeds. More we encourage the use of fuel-efficient vehicles that doesn’t pollute much. On the same note, we constantly carry out surveys to identify which crop varieties do our customers prefer most and we make sure seed organisations provide as per customer preference. Further as you can see, we sale maize to households and individuals at very affordable rates to ensure that even the poorest families can afford.’ (Participant 4: male, 13 years of management experience, general manager)
‘Yes, our role is to ensure that all consumers of different levels are satisfied with the food which they consume in terms of a number of variables including pricing, availability and accessibility of grain, ingredients and food packaging weights. And also lobbying and advocacy, consumer education, complaint processing, and consumer representation are some of the services available to food consumers which are practices we always do to protect our consumers.’ (Participant 19: male, 21 years of managerial experience, supply chain manager)
‘We use energy server lights in warehouses, and our production system runs when there is need for us to serve on electricity. Ooh yes, we have a warehouse optimisation system that help us when picking orders and also when a certain stock item is moving fast, we quickly see that without having to constantly count, so we haven’t been experiencing stock-outs since we got the system in late 2018. So … the same system helps to effectively monitor shelf life of our food products.’ (Participant 6: male, 7 years of managerial experience, stores manager)
The economic sustainability practices identified include reducing the cost of food production and distribution, encouraging farmers to cultivate a variety of profitable crops for self-sufficiency, employing skilled workers to boost productivity within the food industry, and providing salaries that are sufficient to meet employees’ complete food needs. These practices are detailed in
Participants emphasised the significance of social and environmental sustainability in Zimbabwe’s food industry, focusing on human development, corporate social responsibility and understanding customer preferences. Social sustainability practices included nutrient-dense foods, while environmental efforts involved waste management, renewable energy, reducing carbon emissions, and water and energy conservation. Transport professionals highlighted optimising distribution through fuel-efficient vehicles and effective scheduling. Procurement and warehousing participants discussed green procurement and automation for efficiency. Despite economic challenges, these practices align with global standards and enhance organisational efficiency, partnerships and reputational protection, supporting findings by Costa et al. (
The SFSCM procedures are implemented to varying extents according to all 22 interviewees. Eleven participants reported consistently and comprehensively applying SFSCM techniques in their businesses, attributing their consistent use to memberships in numerous food professional organisations overseeing food safety, quality and environmental standards. These organisations include the Food Safety Management Systems (FSMS), ISO 14000, ISO 9000, ISO 22000, Hazard Analysis Critical Control Point (HACCP), the Standards Association of Zimbabwe and the Environmental Management Agency (EMA). However, the other 11 participants noted inconsistencies in their application of SFSCM methods because of constantly changing food regulations, which complicate senior management’s planning and strategy execution. Most interviewees identified the high costs, particularly during the coronavirus disease 2019 (COVID-19) period, as the main barrier to consistently applying SFSCM techniques. Seventeen participants acknowledged that both current and future practices require significant funding. All participants, regardless of their implementation level, recognised that successful SFSCM requires agreement on performance metrics among all parties involved. Baig et al. (
The study also sought to identify the challenges organisations face when implementing SFSCM techniques. To achieve this, participants were asked to enumerate the difficulties their organisations experience with SFSCM practices. This objective was addressed during the third interview. Understanding these challenges is vital as it enables stakeholders to proactively address common implementation issues. As shown in
Challenges faced by stakeholders when implementing sustainable food supply chain management.
| Category | Challenges |
|---|---|
| Organisational challenges | Absence of resources (money, expertise) Absence of commitment from high management Ineffective information exchange Absence of technological advances Insufficient mutual trust Not enough money allocated to each area Organisations lack a supply chain sustainability culture Absence of measuring performance Employees lacking motivation Absence of commitment and support from stakeholders |
| Macroenvironmental challenges | Absence of government assistance Constantly evolving food laws Constrained economies Insufficient consumer demand for nutritious and sustainable food Non-supportive customers Corruption and bad governance in food distribution Inefficiencies caused by intermediaries, such as price inflation |
Participants in the interview responded as follows when asked about the obstacles stakeholders face in implementing SFSCM practices in Zimbabwe’s food industry:
‘The challenge is that when we produce environmentally friendly and healthy foods like the fibre mealie meal, it takes more than forever on the shelves without selling. Now we end up producing the more refined, which is not equally healthy but is preferred by our customers and helps us to boost sales. Also, these healthy and environmentally friendly products are not becoming popular with consumers because they are distributed by intermediaries who tend to increase prices and sometimes charge double our producer price.’ (Participant 10: female, 8 years of managerial experience, food supply chain analyst)
‘Eish, I think we have a number of challenges including lack of technology, inadequate funding and budgets, poor information sharing amongst stakeholders in the food and beverage supply chain. Also, corruption is everywhere, when we think maize has been allocated to a certain population, the next day you go there and they still ask for more citing that they didn’t get enough, the same applies to inputs like fertilisers donated by our partners, the distribution is just not done right.’ (Participant 11: male, 8 years of supervisory experience, inventory controller)
‘Our customer base has gone down drastically that we may soon be unable to meet our overhead costs, I think the business environment is generally so tough for now and employees are not motivated because they are not getting salaries in time, plus the salaries are not inflation adjusted, there is nothing the organisation can do for now since we are on the verge of closing down. We made an application to the government to assist us, but it wasn’t successful. Apart from that I really feel stakeholders within our industry are not willing to help in anyways as well. The situation is currently tough for the organization.’ (Participant 22: male, 7 years of managerial experience, transport manager)
All 22 participants expressed concern about the increasing challenges facing the food industry in Zimbabwe, highlighting various multifaceted difficulties. The participants found the following organisational issues: insufficient funding and budgets, a lack of technology, inadequate commitment from top management, poor performance measurement, poor information sharing among stakeholders, low mutual trust among food stakeholders, and a lack of resources. Additionally, the participants identified macro environmental challenges such as lack of commitment and support from stakeholders, a lack of government support, unsupportive customers, low customer demand for healthy and sustainable foods, corruption and poor governance of food distribution, economic hardships, constantly changing food regulations, and intermediaries causing inefficiencies such as price inflation. For a food supply chain to benefit the entire network, it must have transparency, mutual trust, information exchange between stakeholders, and effective governance of food distribution. Mahroof, Omar and Kucukaltan (
Through interview question 4, participants were asked about the strategies used to tackle the challenges of implementing SFSCM practices. The results indicate that significant progress has been made, yet more effort is required to achieve full sustainability within Zimbabwe’s food industry and mitigate the obstacles to SFSCM implementation. Interviewees highlighted several notable initiatives, including ongoing training for internal stakeholders on SFSCM, developing communication plans to bridge information gaps, and integrating SFSCM into their mission and vision statements to show top management’s commitment. Additionally, participants emphasised the importance of fostering transparent information exchange between internal and external stakeholders in Zimbabwe’s food industry and advocating for government support. Three interviewees noticed that their organisations are now promoting more discussions on SFSCM issues than ever before. One participant mentioned, for example:
‘The issue of lacking transparency needs effective information sharing starting from within the organisation then going out to all our external stakeholders. On the other hand, employee knowledge gaps may be closed by employing appropriate training, such as explaining the importance of sustainable food production. I also feel that consumer awareness campaigns should constantly be carried out by food supply chain stakeholders to parade the importance of consuming healthy and nutritious foods.’ (Participant 3: female, 9 years of managerial experience, contracts manager)
Other interviewees mentioned that:
‘The human resources department must develop programs aimed at training all employees on current trends in consumer food tastes so that we may develop own products that are mostly healthier, eco-friendly and that meet consumer needs. And also … technology is ever improving these days, it is necessary that our organisation acquires modern grain harvesting and drying machines to improve on overall process efficiency.’ (Participant 10: female, 8 years of managerial experience, food supply chain analyst)
‘The idea of SFSCM challenges needs to be presented to the parliament so that the government puts it as one of its priorities. The ministry of Industry and Trade specifically should spearhead assisting organisations to articulate challenges revolving around sustainable food supply chain. Zimbabwe as a nation is constantly not meeting food requirements for its entire population. Also, the government should introduce another program, more or less like the command agriculture and then employ audit teams that expedite the flow of inputs and post-harvest grain output to ensure that there is no corrupt distribution to the needy communities.’ (Participant 14: female, 6 years of supervisory experience, driver controller)
Additionally, the participants were asked to evaluate how effectively these techniques enhanced the application of SFSCM practices within their companies and across their entire food supply chains, as well as how well they addressed the identified challenges. Most participants (17) reported that they had not yet implemented the strategies for managing SFSCM challenges, while three participants indicated they were still in the process of resolving the issues. Only two participants mentioned that their organisations had seen positive results from involving stakeholders to overcome SFSCM implementation issues. Furthermore, three participants found that applying some of the techniques had partially alleviated the implementation problems their organisations were experiencing with SFSCM.
This suggests that Zimbabwean food industry companies still have significant progress to make in addressing SFSCM implementation challenges. Baig et al. (
To enhance employee involvement, interviewees recommended integrating staff into SFSCM practices. One participant suggested that Zimbabwean food industry organisations seek government support to address the challenges of SFSCM implementation, given that a major obstacle is insufficient funding. Another recommendation was for companies to conduct regular environmental scans and audits to ensure they are addressing the most critical SFSCM implementation issues. This approach is reasonable, as ongoing scanning and auditing would help organisations prioritise and tackle pressing SFSCM challenges, ultimately benefiting both the organisation and the entire supply chain (Ajayi et al.
This study explored the challenges and strategies associated with the implementation of SFSCM practices in Zimbabwe’s food industry. Findings revealed both organisational and macroenvironmental hurdles, including insufficient funding, lack of technology, inadequate commitment from top management, poor performance measurement and corruption. These obstacles complicate the efforts of businesses striving for sustainability.
To address these challenges, various strategies have been employed by organisations. These include continuous training for internal stakeholders, developing robust communication plans to address information gaps, and incorporating SFSCM principles into organisational mission and vision statements. Furthermore, fostering transparent information exchange among stakeholders and seeking government support have been crucial steps.
Despite these efforts, the study highlights that more work is needed to create a comprehensive roadmap towards sustainability. The ongoing economic hardships and constantly changing food regulations in Zimbabwe pose additional difficulties. Nevertheless, the proactive initiatives and increased dialogue around SFSCM issues indicate a positive shift towards sustainable practices.
The study’s major limitation was its focus on addressing SFSCM practices and challenges in one specific region (Zimbabwe), which does not fully represent the entire food industry’s diversity, impacting the generalisability of the findings. The methodological approach in this particular research was only qualitative, resulting in the use of a non-probability sampling technique, making the findings less generalisable across all situations. Further research can be conducted in countries within other continents and also with a more robust methodology approach, such as the mixed method. This can enhance the comprehensiveness of the study.
Based on the findings, several recommendations and propositions are made to enhance the adoption of SFSCM practices. Developing a robust plan for stakeholder communications is crucial to foster positive relationships and consistently communicate the expectations and benefits of sustainable supply chain practices. Implementing targeted capacity-building and training initiatives aimed at enhancing sustainability knowledge and promoting behavioural shifts across the supply chain is also recommended. It is important to embed aspects of SFSCM into the organisation’s mission and vision statements to align strategic goals with sustainability objectives.
Persistently advocating for government support by emphasising the benefits of a sustainable food supply chain to relevant ministries can help secure policy backing and resources. Allocating dedicated funds to programmes promoting sustainability in the food supply chain ensures that financial resources support the transition to sustainable practices. Fostering cooperative and ongoing interactions with intermediary stakeholders to share objectives and interests related to supply chain sustainability is essential. Ensuring transparent communication about advancements and sustainability policies with both internal and external stakeholders can foster a culture of openness and trust.
To further support the adoption of SFSCM practices, it is proposed to develop standardised metrics for measuring and benchmarking sustainability within food supply chains, facilitating continuous improvement and accountability. Launching consumer awareness campaigns to educate the public on the impact of their choices on the food supply chain can encourage sustainable consumption patterns. Investing in the research and development of technologies that enhance sustainability, such as renewable energy sources, advanced logistics systems and precision agriculture tools, is also recommended.
The study underscores the critical importance of adopting SFSCM practices to address the pressing challenges of food security, environmental sustainability and social equity. Despite the acknowledged benefits, the food industry’s adoption of SFSCM practices remains hindered by multifaceted organisational and macroenvironmental challenges, including inadequate funding, a lack of advanced technology, insufficient stakeholder commitment, and external factors such as poor government support and consumer demand. To overcome these barriers, the study recommends several strategic actions, including developing effective stakeholder communication plans, implementing capacity-building and training initiatives, integrating sustainability into organisational vision and mission statements, and advocating for government support. Additionally, fostering collaborative relationships with intermediaries and maintaining transparent communication with all stakeholders are crucial for the successful implementation of SFSCM practices. Future research should address the identified limitations by conducting longitudinal studies, expanding the geographical scope, involving a broader range of stakeholders, and employing mixed-methods approaches. By focusing on these areas, researchers can gain deeper insights into and contribute to the advancement of sustainable practices in the food industry.
The authors would like to thank Prof. Progress Hove-Sibanda, their supervisor, for her invaluable guidance and support throughout the research process. Additionally, the authors would like to thank all Zimbabwe participants who generously contributed their time to giving information for the success of this research project. Lastly, the authors would like to acknowledge the contributions of our colleagues’ family and friends who provided valuable feedback and encouragement. Their support has been instrumental in shaping this research endeavour.
The authors declare that they have no financial or personal relationships that may have inappropriately influenced them in writing this article.
S.M. participated in developing the structure and approach, and collected data through interviews. He further conducted the analysis and wrote the original manuscript. P.H-S. conceptualised the study, reviewed and edited the written content.
The data that support the findings of this study are available in a transcribed format, on request from the corresponding author, S.M.
The views and opinions expressed in this article are those of the authors and are the product of professional research. It does not necessarily reflect the official policy or position of any affiliated institution, funder, agency or that of the publisher. The authors are responsible for this article’s results, findings and content.