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This paper explores the role of strategic government communication in attracting Foreign Direct Investment (FDI) to Zimbabwe in the post-Mugabe era, using a Systematic Literature Review (SLR) methodology. The study investigates how government communication strategies, including diplomatic engagement, national branding, and media outreach, influence investor perceptions and contribute to economic growth. The review identifies key insights, noting that Zimbabwe’s efforts to rebrand itself through campaigns like "Zimbabwe is Open for Business" have enhanced its image internationally and attracted investments, particularly in the mining and infrastructure sectors. However, the study highlights several challenges, including political instability, inconsistent policies, and competition from other African nations, which continue to hinder Zimbabwe's full potential in attracting FDI. The findings suggest that while strategic communication has been effective in improving Zimbabwe’s image, further steps are needed to ensure consistent policy frameworks and address investor concerns regarding security and economic stability. The paper concludes that sustained efforts in refining communication strategies, alongside policy consistency, are essential for Zimbabwe to become a more competitive investment destination. Additionally, future research directions are proposed, including comparative studies with other African nations and an exploration of the role of non-governmental actors and digital platforms in enhancing FDI attraction.  

This study looks at potential barriers to internationalization that SMMEs in South Africa may face while implementing service quality strategies. The contingency theory, which underpins this essay, emphasizes the necessity for SMMEs to employ a variety of techniques for resolving issues that may impede the implementation of a service quality strategy for the international market. Thematic analysis methods were used in this paper's qualitative research technique, and secondary sources were predominantly used to acquire data on both the private and public sectors. A comprehensive search was used to find the foundational literature for the qualitative study. The results obtained indicate that SMMEs struggle to put their specific strategies into practice because of things like management support, vision barriers, resource barriers, organizational leadership and commitment issues, a lack of knowledge about international markets, technological barriers as a barrier to strategy implementation, and culture, environment, and change management. The authors recommend small and medium-sized enterprises (SMMEs) devote sufficient effort, resources, and staff to the implementation of their service quality improvement strategy for internationalization. Furthermore, it is advised that SMMEs prioritise service quality strategies for internationalization as well as the necessity of pursuing joint ventures with other multinational enterprises. High leadership dedication, increased global technology improvement, and consideration of environmental considerations will all contribute to improved service quality for the international market. All of this is done to make it easier to implement a strategy and supply appropriate services to all SMMEs in South Africa.