Smallholder paprika farmers in Zimbabwe contribute to local economies and food security but face supply chain challenges like limited market access and poor infrastructure which lead to post harvest losses and unpredictable prices. To survive, these farmers must adopt sustainable value networks to reduce operational costs and improve performance. This study sought to establish the effect of sustainable value networks on the operational performance of smallholder paprika farming in Zimbabwe. This study, using a positivist research philosophy and a quantitative approach, surveyed 288 smallholder paprika farmers in Zimbabwe. Exploratory factor analysis and partial least squares structural equation modelling were used to validate the constructs and test the hypothesised relationships. Results demonstrate a moderate level of implementation of value networks in smallholder paprika farming characterised by successes and challenges. The findings illustrated resource sharing among smallholder farmers, facilitated by initiatives, such as recycled seed exchanges and financial support through village savings and loan associations. However, results show that challenges persist, particularly with market access and financial support. Results indicate that there is a significant awareness and implementation of green supply chain management practices among smallholder paprika farmers even though they do not have access to resources and live in rural areas. The findings demonstrate that value networks significantly influence the adoption of green supply chain management practices, which in turn positively impact operational performance, environmental performance, and social performance. Green supply chain management practices were found to mediate the relationship between value networks and environmental performance, social performance, and operational performance, underlining the critical role of sustainable practices in enhancing performance outcomes. While environmental performance showed a positive effect on operational performance, the direct influence of social performance on operational performance was found to be statistically insignificant, suggesting the need for further exploration of the factors linking social benefits to operational efficiency. The research contributes to both theory and practice by presenting a sustainable value network model for smallholder paprika farmers, integrating value network, green supply chain management practices and environmental performance to enhance operational performance. Practical implications include policy recommendations to strengthen collaboration between smallholder farmers and other stakeholdersand address power imbalances with intermediaries. Future research should extend the study to other agricultural sectors and incorporate more diverse stakeholder perspectives to validate and generalise the proposed sustainable value network model.

Since the systematic approach of the processes and their interactions, the aim is to establish the configuration of a construction project for the housing of the Weenhayek indigenous people. Applied from the theoretical research of various authors on a group of methodologies, phases and tools for project management, through rational scientific methods, such as descriptive, analytical, comparative, analytical-synthetic, inductive-deductive, historical-logical, analogies, modeling, systemic-structural-functional, systematization; and empirical methods, such as interpretivism that involves inductive, qualitative, phenomenological and transversal research, and the interview technique; the way in which the implementation processes are organized, interacted and structured is established. This reveals an alternative for the detailed configuration of a construction project for Weenhayek houses, based on phases, activities, actions and work tasks with characteristics in accordance with the needs of the project.

Employees’ loyalty is essential for improving the organization’s performance, thus aiding sustainable economic growth. The study examines the relationship between employee loyalty, organizational performance, and economic sustainability in Malaysian organizations. The results indicate a robust positive correlation between organizational performance and employee loyalty, suggesting loyalty drives productivity, profitability, and operational efficiency. Additionally, the study highlights organizational performance as a mediator that connects loyalty to aggregate-level economic consequences, such as resilience and adaptability under volatile market conditions. The research emphasizes the role of leadership, company culture, and work environments that support cultivating loyalty. It also highlights how loyal employees can be a cornerstone of innovation and corporate social responsibility, which aligns with Malaysia’s sustainable development agenda. By addressing this, organizations are encouraged to adopt measures that can foster loyalty and ensure long-term economic sustainability, including employee engagement initiatives, talent management, and recognition systems. Research to come should investigate longitudinal dynamics, cross-cultural comparisons, and sector-specific factors to cement a better base of understanding about the impact of employee loyalty on organizational and economic outcomes.