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This chapter uses extensive literature review and critical analysis to evaluate the extent to which the Zunde raMambo (Chief’s Granary) philosophy can be applied in managing organisations sustainably and equitably. Zunde raMambo is a traditional social welfare system in Zimbabwe that espouses responsible and collaborative management in achieving communal goals. In addressing the literature gap on African management models, this chapter explores how the Zunde raMambo philosophy can add to knowledge in the African management discourse and beyond. Literature acknowledges that most management books and practices that are borrowed from the Western management principles and practices may have misgivings when applied in the African context. The assumption is that the Zunde raMambo as a management philosophy has the potential of creating responsible leaders through collaborative initiatives that can improve productivity and quality. This concept resonates well with African practices and traditions that exhibit teamwork and voluntary participation in achieving communal goals. The philosophy, if applied, can assist in constructing African management models that can be applied even beyond the continent. There is an assertion that voluntary participation in organisational projects and programmes may assist in sharpening the organisation’s sense of belonging and identity and solidifies relationships and teamwork. Teamwork can build resilient organisations that can survive in the most difficult times. This concept allows for a shared vision that is critical for achieving the overall objectives of the organisation.

The immense returns generated from tourist destinations have caused governments to invest to a greater extent in developing the tourism industry, with the aim of improving its market share. Scholars and policy makers for tourism destinations are not simply focusing on attracting more tourists but also on improving the competitive position of their destinations. For this reason, destination marketing has become a fountain for future growth and sustainability of tourism destinations in an increasingly globalized and competitive tourist market. The need to maintain a steady growth in tourism gains has increased pressure on marketers and promoters of Zimbabwe as a destination as they strive to attract and convince current and prospective tourists to partake in their tourism offerings. However, the efforts of various destination marketers in Zimbabwe have been undercut by the hyperinflation and unemployment of the country, which have destroyed both the supply and demand of tourism in Zimbabwe, as it became increasingly expensive, and where social unrest has grown. From a political perspective, the country witnessed fights and other forms of mayhem, which labeled the tourism destination unsafe for tourists' visits.

Globalization has intensified marketing pressures for tourism destinations in their operations at a national, regional, and international level. The dynamics of the twenty-first century have resulted in immense competition, causing organizations in the tourism and hospitality business to adopt new strategic management and operational marketing processes. Branding has become one of the important marketing strategies in withstanding the competitive nature of the tourism industry when offering products and services to tourists. Zimbabwe as a tourism destination has also experienced various changes due to globalization, induced by its socioeconomic and political state of affairs. In order to survive and adhere to the changing market demands, Zimbabwe as a tourism destination has also adopted branding as a marketing strategy, with the aim of holding a high-valued global market position through an extensive brand identity.

This chapter is influenced by the globally renowned pillars of good governance which are independence, transparency, accountability, fairness and responsibility. Even, with a plethora of literature on these five pillars, little has been published with regards to how these conform or contradict with the upsurge of virtualised teaching and learning. Current developments in Higher Education Institutions (HEIs) are supporting application of educational technologies as a trajectory into the Zimbabwean Education 5.0 (teaching, research, community service, industrialisation and innovation) accompanied by the COVID-19 pandemic. There is an increasing use of e-learning platforms for individual and collaborated learning which are both synchronous and asynchronous. It gave path to the adoption of e-learning systems which includes ZOOM, Google Class, Microsoft Teams and many others. The challenge with these learning platforms is that they reduce or totally eliminate physical and human interaction in higher education. Though there is little evidence, it has become a cause of concern that through virtualised learning, there is an increase in unethical classroom practices. In the interest of the aforementioned, this book chapter interrogated literature on e-learning resources in line with the needed governing ethics influenced by COVID-19 pandemic.

This qualitative multiple-case study aims to explore strategies that owners of small- and medium-sized enterprises (SMEs) in Zimbabwe use to sustain their businesses.

The participants of this study consisted of owners of SMEs purposefully selected who were successful in implementing sustainable strategies for over five years. Semi-structured interviews were conducted with each participant to gain a deeper understanding of their experience in implementing sustainable strategies for SMEs. The general systems theory, which specifies the relationship and interaction of a system and its environment, was applied as a framework to explain the sustainability strategies for SMEs in Zimbabwe.

Four major themes emerged from data analysis: passion and dedication, quality of products and services, customer satisfaction and employing staff with the right skills.

This study may lead owners of SMEs to create growth strategies for their businesses, increase revenue for the country and create long-term job opportunities for the communities.

The findings from the study addressed the gap on the existing literature and contribute to the body of knowledge on effective business practices, particularly for SMEs in Zimbabwe and other developing economies. The results of the study could catalyze a positive social change by improving workforce capabilities, creating awareness of the success of entrepreneurs in Zimbabwe and increasing the interest of financial institutions in lending to SMEs.