References
- Althaus, C., Carson, L., & Smith, K. (2021). Rethinking the commissioning of consultants for enhancing government policy capacity. Policy Sciences, 54(4), 867–889.
- Bortz, M., Brown, D., Keele, S., & Manning, H. (2023). Management consultants and the social function of procurement. Public Money & Management, https://doi.org/10.1080/09540962.2023.2184273
- Hesselgreaves, H., French, M., Hawkins, M., Lowe, T., Wheatman, A., Martin, M., & Wilson, R. (2021). New development: The emerging role of a ‘learning partner’ relationship in supporting public service reform. Public Money & Management, 41(8), 672–675. https://doi.org/10.1080/09540962.2021.1909274
- Mazzucato, M., & Collington, R. (2023). The big con: how the consulting industry weakens our businesses, infantilizes our governments, and warps our economies. Penguin.
- Raudla, R. (2013). Pitfalls of contracting for policy advice: Preparing performance budgeting reform in Estonia. Governance, 26(4), 605–629.
- Sturdy, A. J., Kirkpatrick, I., Reguera, N., Blanco-Oliver, A., & Veronesi, G. (2022). The management consultancy effect: Demand inflation and its consequences in the sourcing of external knowledge. Public Administration, 100(3), 488–506.
- Ylönen, M. & Kuusela, H. (2019). Consultocracy and its discontents: A critical typology and a call for a research agenda. Governance, 32(2), 241-258. https://doi.org/10.1111/gove.12369