expertise and specialized support, their overlapping functions, poor coordination, and competition for relevance

have generated certain inefficiencies that impede the efficient operation and development goals in the maritime

industry. This study explores the implications of multiple agencies in the management of the maritime industry

in Nigeria. Three objectives and three research questions and two hypotheses were proposed, answered and

tested respectively in this study. Data was generated from 295 respondents, comprising of regulatory and

government agencies, port administrators and terminal operators, port users and cargo owners, security and

enforcement bodies using researchers’ developed questionnaire titled ‘Multiple Agencies and Management of

Maritime Industry Questionnaire’ (MAMMIQ). Using descriptive statistics with qualitative insights from case

studies, the researchers found out that there are overlaps and duplication of responsibilities amongst agencies

involved the regulations and management of the maritime sector. Again, findings revealed that inter-agency

The maritime sector contributes significantly to Nigeria’s Gross Domestic Product (GDP) through trade

volume) moves through the seaports, underscoring its strategic importance, (Ukpai and Ukpong, 2025). The

maritime industry also provides thousands of direct and indirect jobs in shipping, logistics, customs, and port

management, while serving as a major source of foreign exchange earnings. It operates within a well-defined

institutional framework, anchored by key agencies such as Nigerian Maritime Administration and Safety Agency

(NIMASA) which is responsible for safety, security, marine environment protection, and the enforcement of the

Contemporary maritime governance can be described as inherently multi-institutional with port management,

safety, environmental protection, customs, and security distributed across specialized agencies rather than

concentrated in a single authority. This fragmentation often produces overlapping mandates and unclear

boundaries between bodies such as port authorities, maritime administration, customs and shippers’ councils.

Onwuegbuchunam et al (2018) x-rayed the Nigerian context, and succinctly remarked that agencies such as

the Nigerian Ports Authority (NPA), the Nigerian Maritime Administration and Safety Agency (NIMASA), the

Nigerian Shippers’ Council (NSC), and the Nigerian Navy share intersecting jurisdictions, creating operational

overlaps that affect coordination and efficiency. Christopher (2018) observed that saddling agencies with

Scholars such as Baird (2020), Olagunju and Ogundele (2021) have observed that the coexistence of multiple

regulatory arbitrage, where stakeholders exploit jurisdictional overlaps for personal or corporate advantage

(Onwuegbuchunam et al., 2018). According to Olagunju and Ogundele, 2021) citing the Nigerian experience,

inter-agency rivalry and overlapping mandates have led to policy inconsistencies and resource wastage, further

Excessive bureaucracy arising from multiple inspections and documentation requirements leads to prolonged

vessel turnaround time, higher demurrage costs, and reduced competitiveness of ports (Akinwale and Ayodele,

2022). Emejulu and Igboanusi (2019) expressed the concern that in matters of security and safety, while diverse

agencies can offer complementary capabilities, ranging from naval enforcement to customs surveillance, poor

coordination on the hand often results in jurisdictional disputes and slow emergency response. Inefficient

institutional arrangements that is characterized by overlapping inspections, duplicate documentation, and

Cullinane and Wang (2020) observed that port efficiency and governance outcomes have improved significantly

due to unified regulatory structures and streamlined processes. Adesanya (2020) also noted that coordinated

security frameworks that clearly delineate agency responsibilities enhance information sharing and situational

Overlapping responsibilities as a result of multiple agencies in management are a common challenge in today’s

collaborative work environments. Springe (2025) asserted that multiple agencies in management leads to

confusion, dips in efficiency, and even tensions when responsibilities start to blur. When clear boundaries are

not defined, there is usually risk of duplicated efforts, confusion about who is on the hook for what, and a

simmering tension that can derail collaboration. However, by establishing clear role definitions, building a

culture of open communication and collaborations, potential conflicts can be transformed into opportunities for

overlaps, and implementation challenges as affecting optimal performance. According to Nwanmuoh et’al

Dawit and Admasu (2023) investigated the impact of strategic alignment on organizational performance. Role

clarity, aim clarity and process clarity were the variables used for the measurement of organizational strategic

alignment. The study took a quantitative approach with descriptive and explanatory research designs. 365

personnel were selected from three Ethiopian universities as sample. Mean, standard deviation and structural

equation models were used for data analysis. Their findings revealed that goal clarity, role clarity, and process

clarity all have a significant and favorable effect on organizational performance in higher education. Findings of

the study reveal also that organizational performance varies among study institution based on implementation

Joshua, Anthony, and Giuseppe (2018) carried out a study applying a social network perspective to examine how

ambivalent and multiplex conflict relationships, or those infused with both task and relationship conflict, are

related to employees' decision regarding from whom to seek advice. Their findings from employees of a midsized

U.S. firm demonstrated that whether different types of conflict in relationships appear separately, or even overlap

in the same relationship, it differentially impede or improve knowledge sharing in organizations. They concluded

Christopher (2018) discovered from a broad set of U.S. federal agencies finds that agencies balancing greater

numbers of programs perform worse. The researcher further suggested that organizations under multiple agencies

struggle largely because they are more likely to be forced to simultaneously adopt conflicting stances toward

behaviour. Within the maritime context, institutions such as the Nigerian Ports Authority (NPA), the Nigerian

Maritime Administration and Safety Agency (NIMASA), and the Nigerian Shippers’ Council (NSC) operate as

formal organizations established by law to regulate and manage various aspects of maritime activities.

Institutional theory posits that organizations often act not only out of efficiency motives but also in response to

institutional pressures. The institutional theory is relevant to this paper as it provides a framework for

understanding complex management environment of the maritime industry imposed by laws, norms, and

expectations of the multiple agencies that regulate the industry which may have been resulting in overlapping

The maritime industry in Nigeria is one of the country’s most strategic sectors, serving as a major driver of trade,

in their management and administration. The existence of numerous agencies creates duplication of functions,

coherence, effectiveness and efficiency. For instance, NIMASA and NPA conflict severally on matters maritime

safety, vessel registration, and port state control. The overlap arises when both agencies attempt to inspect vessels

entering or leaving Nigerian ports, leading to multiple inspections and delays in ship turnaround time. Shipping

companies often face duplicated documentation requirements and inspection fees, thereby increasing operational

There are reported cases of conflict between NIMASA and NIWA relating to issuance of licenses, collection of

fees, and regulation of traffic on certain waterways. Consequent upon such conflicts, operators on rivers and

creeks often face double taxation and conflicting directives from both agencies. Conflict between NPA and NCS

lead to multiple cargo checks, delays, and increased demurrage costs. At times, disagreements arise over port

access control, especially concerning restricted areas and cargo release procedures. Operational overlap also

credibility and accountability. Rival agencies compete for dominance rather than collaborate toward shared

on port users and the national economy, both of which suffer the consequences of institutional fragmentation

This section provides the various methods used in this study as well as the philosophy, logic and rationality for

population frame. Inspite of this limitation, the researchers were focused on ensuring a reasonable representation

sampling method was considered more appropriate because the sample are not known and are not located in a