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The built environment contributes to environmental concerns, including carbon emissions, with traditional construction materials being problematic. Adopting sustainable construction materials (SCMs) is envisaged; however, barriers exist. Hence, this study sought to determine significant barriers to adopting SCMs in Zimbabwe.

An online questionnaire survey of construction professionals in consultancy firms and semi-structured interviews with key informants in Zimbabwe and Africa were instituted. Mean score analysis, normalisation values and exploratory factor analysis were quantitatively used to determine significant barriers. Content analysis of qualitative data from key informants was used to triangulate the findings.

From the normalisation (with values > 0.90) and thematic analysis, a lack of incentives, training and government support were exposed as the most critical barriers. The factor analysis revealed seven significant components: governmental policy, finance and research support-related; sustainable construction material supply chain-related; green building policy and capacitation-related; change and trust-related; cost and complexity-related; project execution and investment-related and awareness and demand-related.

The insights of construction professionals from construction companies were not solicited. However, construction consultancy professionals who have a more significant influence on adopting SCMs were included. The government and clients are most critical in promoting the adoption of SCMs through enacting relevant policies and establishing buy-in.

According to the authors’ knowledge, this is the first study to determine barriers to adopting SCMs through the contribution of key informants from various countries within the African continent.

Construction professionals' literacy incapacity exacerbates their vulnerability to climate change hazards on construction projects. Therefore, this study sought to determine climate change literacy objectives for Zimbabwean construction professionals. Climate change-literate construction professionals can significantly strengthen resilience and adaptive capability within the built environment.

The positivist approach employed a cross-sectional questionnaire survey strategy to collect quantitative data from construction professionals (Architects, Civil/Structural engineers, Project managers and Quantity surveyors) working in 280 registered consultancy and construction firms in Zimbabwe. The data were analysed using mean scores, normalisation, Kruskall–Wallis tests and factor analysis.

The respondents’ perceptions of the most critical climate change literacy objectives included knowledge of sustainable material utility, designing for resilient structures and understanding how climate change affects workers' physical and mental well-being. Generally, consensus on the nature of climate literacy objectives was evident. The factor analysis determined three components: stakeholder and climate information-related interventions, carbon and environmental footprint-related literacy and climate systems and indigenous knowledge-related literacy. Construction professionals can interpret climate change information through the determined objectives, contribute to reducing carbon and environmental footprint and improve project outcomes.

A limitation was that a quantitative method was only employed; a concurrent qualitative inquiry could have mined more diverse views. Professional bodies and tertiary institutions can design climate change programmes based on the determined climate change literacy objectives for construction professionals.

The study determined climate change literacy objectives for construction professionals in Zimbabwe to enable them to respond to climate change hazards.

This study evaluated the enhancement of information sharing practices with third party logistics service providers (3PLs) in a supply chain solutions company that provides transport and warehousing software in Johannesburg, South Africa.

A mixed methods case study was conducted to investigate the problem. Both strands of quantitative and qualitative data were given equal priority. Three rounds of primary data were sequentially collected, analysed and triangulated. An online questionnaire was distributed to a sampling frame of seventeen companies which were randomly selected from the population. Three company executives were purposively sampled to participate in a focus group interview. Data from an open-ended questionnaire were used to explain and validate the findings from clients and executives who participated in the two preceding rounds of data collection.

It was found that information sharing improves the collaboration of channel members, increases competitive advantage and ultimately leads to better customer service. The improvement of relationships and continuous technological upgrades are recommended for improving visibility of information and effectiveness in the management of supply chains.

This study is limited by the characteristics of the case study methodology. Case study research suffers from restricted generalisability, problems with cross-checking and the risk of bias and subjectivity. This implies that the results of this case study may not be generalised to the overall population. The selection of a mixed methods design was intended to curb the limitations that are inherent to this study.

This study was limited to a few respondents and participants, which raises concerns about both the statistical power and the generalisability of the results. However, the results provide useful insights into some of the information sharing practices in the industry.

The value of the study contributes to the supply chain's dependence on 3PLs for value creation and the reliance on technology to share information amongst channel members. This study highlights a need for organisations to build collaborative relationships with 3PLs and continuously update technological infrastructure in order to meet supply chain network goals.

The extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of WLB policies and practices? To answer this question, this article considers the social exchange theory as well as transformational and transactional leadership in an investigation of the impact of leadership on WLB.

The study employs qualitative data from 32 semi-structured interviews to achieve the study’s objectives.

The research reveals that leadership does matter in WLB. The study findings reveal that both the transactional and transformational leadership styles result in the establishment of strong reciprocal relationships between leaders and employees in terms of using WLB policies and practices. Managers only sanction the use of WLB policies and practices only as a reward for excellent performance or when they are completely sure the outcome will favour the organisation. The study concludes that the desire to achieve WLB has often led many employees to go the extra mile in carrying out their work duties, which is rewarded with an approval to use WLB policies and practices. These non-contractual exchanges emphasise reciprocity and are based on trust.

The extent to which the findings of this research can be generalised is constrained by the size and nature of the research sample.

Many managers are transactional leaders, and they purposefully allow their employees to use WLB policies and practices only as a reward for meeting targets and for excellent performance. This means that employees who fall short of the required targets and expected performance are not permitted to use WLB policies and practices. This finding implies that such employees experience incessant work–family conflict, which may have negative implications for their work engagement, overall well-being and work performance.

This study demonstrates that leadership is relevant to WLB. It shows that transformational leadership is supportive of WLB, as it considers employees' work performance and non-work outcomes. The results and practical implications of this study aids the understanding of the non-contractual exchanges involved in manager–employee relationships, which is crucial for ensuring employees' achievement of WLB and for organisations to achieve their goals.