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Analyzing conflict and its management within ICT4D partnerships: an institutional logics perspective

Promotion and presence of partnerships have been growing within information and communication technology for development (ICT4D). Yet – despite limited analytical literature on this topic – it is clear that the reality of ICT4D partnerships often undershoots the potential, with frequent reports of f...

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Main Authors: Ismail, Shahifol Arbi, Heeks, Richard, Nicholson, Brian, Aman, Aini
Format: Article
Published: Taylor & Francis Group 2018
Subjects:
QA75 Electronic computers. Computer science
Online Access:http://repo.uum.edu.my/26606/
http://doi.org/10.1080/02681102.2017.1320962
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spelling my.uum.repo.266062019-11-20T02:27:57Z http://repo.uum.edu.my/26606/ Analyzing conflict and its management within ICT4D partnerships: an institutional logics perspective Ismail, Shahifol Arbi Heeks, Richard Nicholson, Brian Aman, Aini QA75 Electronic computers. Computer science Promotion and presence of partnerships have been growing within information and communication technology for development (ICT4D). Yet – despite limited analytical literature on this topic – it is clear that the reality of ICT4D partnerships often undershoots the potential, with frequent reports of failure, particularly arising from conflict between partners. This paper addresses calls for more and better-conceptualized research into ICT4D partnerships, with a specific focus on understanding the roots and management of conflict in such partnerships. We use qualitative field data from a Malaysian IT “impact sourcing” public–private partnership case study, viewed through the lens of institutional logics and conflict management strategies. Analysis of three vignettes from the negotiation of the initiative shows one partner always used a competitive approach to conflict management. This led issues to remain unresolved and led the partnership arrangement to steadily loosen. The outcome was always domination of private logic over public logic. As a result, and lacking an overt advocate, welfare goals of the partnership were somewhat sidelined. Our paper contributes by showing (a) how institutional logics helps explain the outcome of ICT4D partnerships, and (b) how the conflict management strategies framework helps explain the practice of conflicting institutional logics in such partnerships. Taylor & Francis Group 2018 Article PeerReviewed Ismail, Shahifol Arbi and Heeks, Richard and Nicholson, Brian and Aman, Aini (2018) Analyzing conflict and its management within ICT4D partnerships: an institutional logics perspective. Information Technology for Development, 24 (1). pp. 165-187. ISSN 0268-1102 http://doi.org/10.1080/02681102.2017.1320962 doi:10.1080/02681102.2017.1320962
institution Universiti Utara Malaysia
building UUM Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Utara Malaysia
content_source UUM Institutional Repository
url_provider http://repo.uum.edu.my/
topic QA75 Electronic computers. Computer science
spellingShingle QA75 Electronic computers. Computer science
Ismail, Shahifol Arbi
Heeks, Richard
Nicholson, Brian
Aman, Aini
Analyzing conflict and its management within ICT4D partnerships: an institutional logics perspective
description Promotion and presence of partnerships have been growing within information and communication technology for development (ICT4D). Yet – despite limited analytical literature on this topic – it is clear that the reality of ICT4D partnerships often undershoots the potential, with frequent reports of failure, particularly arising from conflict between partners. This paper addresses calls for more and better-conceptualized research into ICT4D partnerships, with a specific focus on understanding the roots and management of conflict in such partnerships. We use qualitative field data from a Malaysian IT “impact sourcing” public–private partnership case study, viewed through the lens of institutional logics and conflict management strategies. Analysis of three vignettes from the negotiation of the initiative shows one partner always used a competitive approach to conflict management. This led issues to remain unresolved and led the partnership arrangement to steadily loosen. The outcome was always domination of private logic over public logic. As a result, and lacking an overt advocate, welfare goals of the partnership were somewhat sidelined. Our paper contributes by showing (a) how institutional logics helps explain the outcome of ICT4D partnerships, and (b) how the conflict management strategies framework helps explain the practice of conflicting institutional logics in such partnerships.
format Article
author Ismail, Shahifol Arbi
Heeks, Richard
Nicholson, Brian
Aman, Aini
author_facet Ismail, Shahifol Arbi
Heeks, Richard
Nicholson, Brian
Aman, Aini
author_sort Ismail, Shahifol Arbi
title Analyzing conflict and its management within ICT4D partnerships: an institutional logics perspective
title_short Analyzing conflict and its management within ICT4D partnerships: an institutional logics perspective
title_full Analyzing conflict and its management within ICT4D partnerships: an institutional logics perspective
title_fullStr Analyzing conflict and its management within ICT4D partnerships: an institutional logics perspective
title_full_unstemmed Analyzing conflict and its management within ICT4D partnerships: an institutional logics perspective
title_sort analyzing conflict and its management within ict4d partnerships: an institutional logics perspective
publisher Taylor & Francis Group
publishDate 2018
url http://repo.uum.edu.my/26606/
http://doi.org/10.1080/02681102.2017.1320962
_version_ 1651870667238277120
score 13.211869

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