International Journal of Research and Innovation in Social Science (IJRISS) |Volume IV, Issue IX, September 2020|ISSN 2454-6186 www.rsisinternational.org Page 582 Challenges Experienced on Implementing Government Strategies to Revive Manufacturing Companies in Zimbabwe during the Period 2009 to 2017 Dr Fainos Chinjova 1 , Mavies Chirinda Magede 2 1 Graduate School of Business, National University of Science and Technology, P.O Box AC 939, Ascot, Bulawayo; Zimbabwe 2 Post Graduate School, Zimbabwe Open University, 8 th Floor, Corner House, Harare, Zimbabwe Abstract: The study examined the challenges that caused STERP, ZIMASSET and Statutory Instrument 64 to fail to revive the manufacturing sector in Zimbabwe during the period 2009 to 2017. An interpretivism paradigm was adopted in order to generate a lot of data in the field and from the site where participants experienced the problem. The study used a multiple case study design involving 20 manufacturing companies operating in Zimbabwe which facilitated a holistic and in-depth investigation of the challenges that affected the effectiveness of the above policies to produce tangible results. The study unearthed that the major challenges that affected STERP, ZIMASSET and Statutory Instrument 64 are the instability of the political climate, massive mismanagement of manufacturing companies, lack of qualified personnel to lead the manufacturing companies, inconsistent government policies and lack of funding to ensure the success of the policies. Hence, a holistic approach is recommended in order for the policies implemented to be effective. Key Words: STERP; ZIMASSET; Statutory Instrument 64 I. INTRODUCTION he period 2000 to 2008 saw Zimbabwe experiencing an economic crisis that resulted in the collapse of the manufacturing, mining and agricultural sectors. To address deindustrialisation of the manufacturing sector, the government of Zimbabwe implemented a number of strategies that included the adoption of the use of multicurrency, Short Term Emergency Recovery Programme(STERP), Zimbabwe Agenda for Sustainable Socio-Economic Transformation(ZIMASSET) and Statutory Instrument 64(SI 64), during the period 2009 to 2017 (Noko, 2009, Sibanda & Makwata, 2017). 1. Background to The Study 1.1 Short Term Emergency Recovery Programme (STERP) The inclusive government launched the STERP in 2009 as a programme for economic stabilisation and revival of the manufacturing sector (Sigauke, 2015). According to Bonga (2014), STERP was an emergency short term stabilisation programme whose key goals were to stabilise the manufacturing sector, recover the levels of savings, and promote investment and growth. STERP presented the basis for a more transformative mid-term to long term economic programme that was supposed to turn the manufacturing sector in Zimbabwe into a progressive developmental industry. The main focus of STERP included the use of the multicurrency as a legal tender to assist in the revival of the manufacturing industry in Zimbabwe. STERP was crafted in consultation with various sectors including manufacturing sectors in order to nurture the basis of a people driven development strategy to revive the manufacturing companies in Zimbabwe (Bonga, 2014). Practically, the adopted STERP was an alternative people centred, people driven and inward looking rehabilitation strategy to revive manufacturing companies during the period 2009 to 2017. 1.2 Zimbabwe Agenda for Sustainable Socio-Economic Transformation (ZIMASSET) The Zimbabwean government adopted the policy document called ZIMASSET with an aim of reviving its manufacturing sectors and improve the economy as a whole (Bonga, 2014). According to Bonga (2014), ZIMASSET was to run from October 2013 to December 2018 with a goal of revitalizing the deindustrialised manufacturing sector. ZIMASSET was formulated by senior government officials through consultations from the various ministries, business community and private sector. This strategy projected that, through revitalisation of local manufacturing sectors, the economy would grow by an average of 7.3% and continue on an upward growth trajectory to 9.9% by 2018 (Bonga, 2014). With revitalization of manufacturing sector in mind, ZIMASSET was designed to achieve sustainable development and social equity anchored on indigenization, empowerment and employment (Bonga, 2014). Therefore, the aim of this strategy reflected the strong need to fully exploit the internal relationships and linkages that exist between the various aspects of the economy including the revival of manufacturing sectors in Zimbabwe. T