• Shahifol Arbi Ismail

Student thesis: Phd


The main objective of this study is to understand the influence of institutional logics on the practice of Impact Sourcing in Malaysia at the national, field and organisational level. For this purpose, an interpretive case study approach is adopted, studying Impact Sourcing initiatives undertaken by the government of Malaysia. Data collection was undertaken using a triangulation approach including interviews, observation and document reviews. Themes or main issues were identified, coded, categorised and interpreted using appropriate theories from the literature. The findings show that at the national level, the influence of institutional logics can be seen in the structure and strategies adopted by Impact Sourcing organisations. In particular, the use of blended hybrid (a Public-Private Partnership (PPP)) and structural differentiated hybrid (i.e. separating the initiative into two distinct programmes; Crowdsourcing (CS) and Global Business Service (GBS)) as the organisational form for Impact Sourcing, reflect the influence of multiple societal-level logics, particularly the logic of state and market. At the field level, in both programmes, a constellation of logics was identified comprising private, public and welfare logics. The interaction and competition between these logics resulted in a change in both Impact Sourcing programmes. CS Impact Sourcing experienced a transformational change where a new logic (public logic) replaced an old one (welfare logic) as the dominant logic. GBS Impact Sourcing, however, only experienced an incremental change, which strengthened the dominance of private logic. At the organisational level, conflicts arose between Impact Sourcing partners that subscribed to different and often conflicting logics. The conflicts were resolved using various negotiating strategies but the outcomes were not necessarily what they had hoped for. Theoretically, this study has made significant contributions in enhancing the understanding of how Impact Sourcing practice is shaped by institutional logics at the different organisational levels and how organisational actors, particularly in Impact Sourcing partnerships respond to conflicting institutional demands. Practically, this study suggests that interests and objectives of the diverse Impact Sourcing stakeholders should be taken into account in formulating Impact Sourcing policies and agendas. There is also a need for a strong representative to champion for the poor, given Impact Sourcing’s welfare aspirations, and to balance out the dominance of commercial orientation in such initiatives.
Date of Award31 Dec 2019
Original languageEnglish
Awarding Institution
  • The University of Manchester
SupervisorRichard Heeks (Supervisor) & Brian Nicholson (Supervisor)


  • Impact Sourcing
  • Institutional logics
  • Malaysia
  • Social Sourcing
  • Global Business Services
  • Outsourcing
  • Public Private Partnerships

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