There are different views on the nature and content of strategies that ensure positive performance in the economic crisis environment. This has created the need for studies focusing on the relationship between strategies and performance in different economic crises. Manufacturing firms in Zimbabwe have experienced declining performance since 1996. It is against this background that this study examined the dimension of strategic orientations (as measures of strategies) exercised by firms to determine their relationship with performance during the economic crisis. Data on the various dimensions of strategic orientation was collected through questionnaires, while data on performance were collected through questionnaires and financial statements. The study sample was obtained through a stratified sampling technique which falls within the sphere of probability sampling methods. The multiple regression analysis was used to examine the relationships between the six dimensions of strategic orientation and performance. The analysis dimension of strategic orientation was dominantly exercised by many firms. The analysis dimension of strategic orientation was also the most effective because it had a positive relationship with performance (positive profitability and growth). This makes the analysis dimension of strategic orientation relevant in economic crisis. The study showed that the pro-activeness dimension of strategic orientation focused by very few firms had a positive relationship with performance (positive profitability and growth) and hence making it relevant in economic crisis. Moreover, it was established that the relationship between aggressiveness and riskiness dimensions of strategic orientation was negative and hence less relevant in economic crisis. It is therefore recommended that, for manufacturing firms in Zimbabwe to survive, improve performance and ensure sustainability in the current economic crisis environment, they need to focus dominantly on the analysis and pro-activeness dimensions of strategic orientation. This requires firms to invest more in research and development, develop strategic partnerships with other firms, strong networks, innovative and creative capabilities. In addition, firms must avoid fighting competitors and taking risky decisions. This study considered firms that are currently operational and it is recommended that future studies consider firms that closed during the economic crisis to acquire a deeper understanding of the effective strategies in economic crisis. / Business Management / D.B.L.