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The primary purpose of this study is the development of Zimbabwe's rescue culture. The current framework for rescue operations was shaped by the historical development of laws pertaining to insolvency and liquidation. Socioeconomic pressures in Zimbabwe can be attributed to some of the main factors that led to the need for rescue legislation and restructuring, which in turn fueled the shift from a culture that supported credit to one that supported debtors. The aim of this study is to offer an overview of the key ideas and principles of the corporate rescue programs now implemented in Mauritius and to investigate the ways in which these ideas and principles impacted the newly enacted Zimbabwean Insolvency Act.

This study adopts a comparative legal approach using Zimbabwe and Mauritius as comparative case studies. The fact that both countries are former British colonies and their insolvency legal framework inspired by common law makes them appropriate to be compared. Legislation and case law are used to conduct the comparative study with the aim of Zimbabwe drawing lessons from the Mauritian legal framework on insolvency. Mauritius is a nearly ideal subject for a comparative case study because of its vibrant and fairly successful bankruptcy law framework, as well as its fictional corporate rescue culture. These might provide Zimbabwe with some motivation and guidance.

The legal framework on insolvency in Zimbabwe has been found to be too stringent and does not provide companies with any lifeline. There is arguably a tendency of forcing companies out of business rather than implementing a rescue culture. Selected aspects of the Mauritian legal framework on insolvency can be mapped onto the Zimbabwean system to implement a much-needed rescue culture given its challenging economic context.

This study contributes to comparative legal literature in the field of insolvency. It is among the very few research work that compares the legal structure on insolvency of Zimbabwe and Mauritius in a collaborative endeavor to enhance the insolvency law and its application in Zimbabwe.

The objective of the study is to explore the mediatory role of the environmental performance of organisations on their economic and social performances. It demonstrates that implementing environmental management techniques should not only be done to comply with environmental regulations, but also as a means of improving social and economic performance.

The data were gathered from the manufacturing industry of Zimbabwe, and 302 useable responses were received. Data analysis was performed through structural equation modelling (SEM) using SMART PLS 3.

Improvement in environmental performance led to improvements in both social and economic performances. Also, environmental performance contributes the greatest total effect; hence, it deserves attention, not only for compliance but also for economic reasons.

Our goal is to quantify the extent to which environmental performance might improve the social and, more importantly, the economic performance of organisations. The study also explores the relative importance and performance of lean manufacturing (LM), green manufacturing (GM), social performance and environmental performance for purposes of prioritisation of organisational improvement initiatives.

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.