An investigation of the impact of business merging on organisational performance: A case study of the Environmental Management Agency

Abstract

The purpose of the study was to investigate the impact of business merging on organisational performance after government units which had been in different government ministries formed the Environmental Management Agency (EMA). The research systematically collected qualitative data from participants to assess the impact of the business merging on organizational performance. The participants included policy makers, university professors, key EMA customers, environmental pressure groups, EMA management as well as staff. The participants were interviewed using an interview guide which had broad questions covering the various indicators on organisational performance. The researcher also relied on materials of both primary and secondary nature which included the Environmental Management Act, Annual Reports and media articles for information. The data that was collected was then subjected to content analysis and coded. The codes were then placed into categories from which themes were derived through pattern matching. All the participants had been aware of the background which led to the formation of EMA. As the umbrella body responsible for protecting the environment, most of the participants pointed out that EMA had been able to partly execute its objectives in terms of preventing land degradation and land, water and air pollution. In some instances policy implementation by EMA had been affected by certain environmental factors which were beyond the institution’s control such as the current macroeconomic challenges. The findings show that one of the impacts of the business merging of government units had been the increase in environmental awareness in Zimbabwe. Industries and mining companies were noted to be cautious in their operations being mindful of the presence of EMA. The participants recommended EMA to adopt available technologies in order to enhance communication and collaboration with stakeholders at all times. Further the participants recommended the restructuring of the EMA organogram in order to embrace challenges faced and improve the organisational performance of the merger.