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Climate change continues to pose a serious challenge to mankind. Given their socio-economic and vulnerable situations, resource-poor farmers will be hard hit and likely to be the most affected group in Africa – a continent that will bear the full brunt of inclement weather conditions. The purpose of this paper is to address the questions of how local farmers read and predict the weather, and how best they can collaborate with weather scientists in adapting to climate change and variability in the Okavango Delta of Botswana.

A multi-stage sampling procedure was employed in sampling a total of 592 households heads (both men and women) in eight rural communities in the Okavango Delta, Botswana.

Analysis indicates that about 80 per cent of the farmers had a good knowledge of weather forecasting. In a knowledge validation workshop organised and implemented in early August 2012, farmers and scientists identified a nine-point agenda and strategies for addressing the challenges posed by climate change to community well-being and agricultural production. Knowledge sharing, installation of community weather stations and local-level capacity building are amongst the strategies identified.

The research is only limited to the Okavango Delta, Botswana.

The paper emanates from original field research. The outcome of the paper provides pertinent information for policy formulation on how best to enhance small farmers’ adaptation to climate change.

This research aims to examine the complementary impact of Lean Manufacturing (LM) and Green Manufacturing (GM) on operational and environmental performance.

A survey was conducted in the Zimbabwean manufacturing industry. A total of 302 valid responses were obtained and analysed using partial least square structural equation modelling (PLS-SEM).

Both LM and GM impact environmental and operational performance; however, GM's effect on operational performance is indirect through environmental performance.

This study only focusses on the Zimbabwean manufacturing industry, and the results may not readily apply to other developing countries.

The companies that have successfully implemented LM are able to implement GM more easily because of their complementary nature.

The integration of LM and GM reduces most forms of waste, causing an improved environmental and operational performance. In addition, this will improve community relations and customer satisfaction.

This research investigates the complementary nature of LM and GM on how LM and GM impact organisational performance and whether a combined Lean-Green implementation leads to better organisational performance than when LM and GM are implemented individually. The research also examines whether being environmentally compliant leads to improved organisational performance, particularly in a developing country.