ABC (Australian Broadcasting Commission). 1999. ‘The Consultocracy’, Background Briefing, June 20 broadcast, Transcript: www.abc.net.au/radionational/programs/backgroundbriefing/the-consultocracy/3563694Google Scholar

Abelson, Donald E. 2002. Do Think Tanks Matter? Assessing the Impact of Public Policy Institutes. Kingston: McGill-Queen’s University Press.Google Scholar

Abelson, D. E. 2007. Any Ideas? Think Tanks and Policy Analysis in Canada. In Dobuzinskis, L., Howlett, M. and Laycock, D. (eds.), Policy Analysis in Canada: The State of the Art. Toronto: University of Toronto Press: 298–310.Google Scholar

Aberbach, J. D. and Rockman, B. A.. 1989. On the Rise, Transformation, and Decline of Analysis in the US Government. Governance 2 (3): 293–314.Google Scholar

ABS (Australian Bureau of Statistics). 2017. 5206.0 Australian National Accounts: www.abs.gov.au/ausstats/abs@.nsf/mf/5206.0.Google Scholar

ACCA. 2010. Management Consultants and Public Sector Transformation. The Association of Chartered Certified Accountants: www.accaglobal.com/content/dam/acca/global/PDF-technical/public-sector/tech-afb-mcps.pdf.Google Scholar

Adams, D. 2004. Usable Knowledge in Public Policy. Australian Journal of Public Administration 63 (1): 29–42.Google Scholar

Alvesson, M. and Johansson, A. W.. 2002. Professionalism and Politics in Management Consultancy Work. In Clark, T. and Fincham, R. (eds.), Critical Consulting. New Perspectives on the Management Advice Industry. Oxford: Blackwell Business: 221–246.Google Scholar

ANAO. 2001. Developing Policy Advice, Auditor-General Audit Report No. 21 2001–2002 Performance Audit. Canberra: Australian National Audit Office.Google Scholar

Anderson, G. 1996. The New Focus on the Policy Capacity of the Federal Government. Canadian Public Administration 39 (4): 469–488.Google Scholar

APSC (Australian Public Service Commission). 2017. Statistical Bulletin 2016–2017: www.apsc.gov.au/aps-statistical-bulletin-2016-17Google Scholar

Archer, J. N. 1968. Management Consultants in Government. O&M Bulletin 23 (1): 23–33.Google Scholar

Armbrüster, T. 2006. The Economics and Sociology of Management Consulting. Cambridge: Cambridge University Press.Google Scholar

Arnold, P. J. and Cooper., C 1999. A Tale of Two Classes: The Privatisation of Medway Ports. Critical Perspectives on Accounting 10 (2): 127–152.Google Scholar

Asplind, J. 2013. Generaldirektör. I rikets tjänst på politikens villkor. [Director General. In the Kingdom’s Service on the Terms of Policy and Politics.] Bågspännaren Asplind Consulting.Google Scholar

Aucoin, P. 2012. New Political Governance in Westminster Systems: Impartial Public Administration and Management Performance at Risk. Governance 25 (2): 177–199. doi:10.1111/j.1468-0491.2012.01569.xGoogle Scholar

Auditor-General. 2017. Australian Government Procurement Contract Reporting, ANAO Report No. 19 Information Report, Canberra.Google Scholar

Auditor-General of Nova Scotia. 2005. Report of the Auditor General to the Nova Scotia House of Assembly. Halifax: Nova Scotia.Google Scholar

Australian Government. 2017. AusTender, www.tenders.gov.au/Google Scholar

Ayres, R. 2001. Policy Markets in Australia, PhD thesis, University of Canberra.Google Scholar

Bakvis, H. 1997. Advising the Executive: Think Tanks, Consultants, Political Staff and Kitchen Cabinet. In Weller, P., Bakvis, H. and Rhodes, R. A. W. (eds.), The Hollow Crown: Countervailing Trends in Core Executives. London: Macmillan: 84–115.Google Scholar

Ball, S. J. 2011. Academies, Policy Networks and Governance. In Gunter, H. M. (ed.), The State and Education Policy. London: Continuum: 146–158.Google Scholar

Ball, S. J. 2012. Global Education Inc. New Policy Networks and the Neo-Liberal Imaginary. Abingdon: Routledge.Google Scholar

Ball, S. J. and Junemann., C. 2012. Networks, New Governance and Education. Bristol: Policy Press.Google Scholar

Banks, G. 2009. Evidence-based Policy Making: What Is It? How Do We Get It? ANZ/ANU Public Lecture Series, 4 February: www.pc.gov.au/__data/assets/pdf_file/0003/85836/cs20090204.pdfGoogle Scholar

Barber, M. 2007. Instruction to Deliver. London: Politico Press.Google Scholar

Bekke, H. A. G. M. and van der Meer, F. M.. 2000. Civil Service Systems in Western Europe. Cheltenham: Edward Elgar.Google Scholar

Bennett, Scott and McPhail, Margaret. 1992. Policy Process Perceptions of Senior Canadian Federal Civil Servants: A View of the State and Its Environment. Canadian Public Administration 35 (3): 299–316.Google Scholar

Berglund, J. and Werr, A. 2002. The Invincible Character of Management Consulting Rhetorics. Organization 7 (4): 633–655.Google Scholar

Berit, Ernst and Kieser, Alfred. 2002. In Search of Explanations for the Consulting Explosion. In Sahlin-Andersson, K. and Engwall, L. (eds.), Expansion of Management Knowledge: Carriers, Flows, and Sources, 1st ed. Redwood: Stanford Business Books: 47–73.Google Scholar

Berg, , van den, C. F. 2011. Transforming for Europe: The Reshaping of National Bureaucracies in a System of Multi-level Governance. Leiden: Leiden University Press.Google Scholar

Berg, , van den, C. F. 2017. Dynamics in the Dutch Policy Advisory System: Externalization, Politicization and the Legacy of Pillarization. Political Science 50: 63–84.Google Scholar

Berg, , van den, C. F. 2018. The Netherlands: The Emergence and Encapsulation of Ministerial Advisers. In Shaw, R. and Eichbaum, C. (eds.), Ministers, Minders and Mandarins: An International Study of Relationships at the Executive Summit of Parliamentary Democracies. Cheltenham: Edward Elgar: 129–144.Google Scholar

Berg, , van den, C. F. and Dijkstra, G. S. A.. 2015. Wetgevingsjuristen ten prooi aan New Political Governance? Een inventarisatie (2002–2015). RegelMaat 30 (4): 247–266.Google Scholar

Berg, , van den, C. F., Schmidt, A and van Eijk, C.. 2015. Externe advisering binnen de Nederlandse overheid: Naar een empirisch en theoretisch onderbouwde onderzoeksagenda. Bestuurskunde 24 (3): 17–31.Google Scholar

Beveridge, R. 2012. Consultants, Depoliticization and Arena-Shifting in the Policy Process: Privatizing Water in Berlin. Policy Science 45 (1): 47–68.Google Scholar

Bevir, M. and Rhodes, R. A. W.. 2001. Decentering Tradition: Interpreting British Government. Administration & Society 33 (2): 107–132.Google Scholar

Bevir, M. and Rhodes., R. A. W. 2003. Interpreting British Governance. Abingdon: Routledge.Google Scholar

Bevir, M. R., Rhodes, A. W. and Weller, P.. 2003. Traditions of Governance: Interpreting the Changing Role of the Public Sector. Public Administration 81 (1): 1–17.Google Scholar

Bezes, P., Demazière, D., Le Bianic, T. et al. 2011. New Public Management and Professions in the Public Administration: Beyond Opposition, What New Patterns Are Taking Shape? Sociologie du Travail 53 (3): 293–348: www.sciencedirect.com/science/article/pii/S0038029611000537Google Scholar

Bilodeau, N., Laurin, C. and Vining, A.. 2007. Choice of Organizational Form Makes a Real Difference: The Impact of Corporatization on Government Agencies in Canada. Journal of Public Administration Research and Theory 17 (1): 119–147.Google Scholar

Blair, T. 2015. Tony Blair – 1999 Speech on Modernising Public Services. www.ukpol.co.uk/tony-blair-1999-speech-on-modernising-public-services/Google Scholar

Bloomfield, B. P. and Best, A.. 1992. Management Consultants: Systems Development, Power and the Translation of Problems. The Sociological Review 40 (3): 533–560.Google Scholar

Bloomfield, B. P. and Danieli, A.. 1995. The Role of Management Consultants in the Development of Information Technology: The Indissoluble Nature of Socio-Political and Technical Skills. Journal of Management Studies 32 (1): 23–46.Google Scholar

Blum, S. E. Fobé, V. Pattyn, M. Pekar-Milicevic, M. Brans, . 2017. Scientific Policy Advice in Consensus-Seeking Countries: Close Friends or Mere Acquaintances? The Cases of Belgium and Germany. EGPA, Milan, 28 August–1 September.Google Scholar

Boaz, A. L. G., Levitt, R. and Solesbury, W.. 2008. Does Evidence-Based Policy Work? Learning from the UK Experience. Evidence and Policy 4 (2): 233–253.Google Scholar

Böhme, K. 2002. Much Ado about Evidence: Reflections from Policy Making in the European Union. Planning Theory & Practice 3 (1): 98–101.CrossRefGoogle Scholar

Bolton, S. C., Houlihan, M., Andersson, T. and Tengblad, S.. 2009. When Complexity Meets Culture: New Public Management and the Swedish Police. Qualitative Research in Accounting & Management 6 (1/2): 41–56.Google Scholar

Booth, T. 1990. Researching Policy Research, Issues of Utilization in Decision Making. Science Communication 12 (1): 80–100.Google Scholar

Boston, J. 1994. Purchasing Policy Advice: The Limits to Contracting Out. Governance 7 (1): 1–30.Google Scholar

Boston, J. 1996. The Use of Contracting in the Public Sector – Recent New Zealand Experience. Australian Journal of Public Administration 55 (3): 105–110.Google Scholar

Boston, J., Martin, J., Pallot, J. and Walsh, P.. 1996. Public Management: The New Zealand Model. Auckland: Oxford University Press.Google Scholar

Bovens, M. A. P. P. ’t Hart, M. J. W. van Twist, C. F. et al. 2017. Openbaar Bestuur, beleid, organisatie en politiek, 9th ed. Deventer: WoltersKluwer.Google Scholar

Brinkerhoff, D. W. and Crosby, B. L.. 2002. Managing Policy Reform: Concepts and Tools for Decision-Makers in Developing and Transitional Countries. Bloomfield: Kumarian Press.Google Scholar

Brinkerhoff, D. W. 2010. Developing Capacity in Fragile States. Public Administration and Development 30 (1): 66–78.Google Scholar

Brinkerhoff, D. W. and Morgan, P. J.. 2010. Capacity and Capacity Development: Coping with Complexity. Public Administration and Development 30 (1): 2–10.Google Scholar

Brint, S. 1990. Rethinking the Policy Influence of Experts: From General Characterizations to Analysis of Variation. Sociological Forum 5 (3; September): 361–385.Google Scholar

British Columbia. 2001. Office of the Auditor General. Management Consulting Engagements in Government. Victoria: Office of the Auditor General of British Columbia.Google Scholar

Broom, G. M. and Smith, G. D.. 1979. Testing the Practitioner’s Impact on Clients. Public Relations Review 5 (3; Autumn): 47–59.Google Scholar

Burnham, P. 2001. New Labour and the Politics of Depoliticisation. British Journal of Politics and International Relations 3 (2): 127–149.CrossRefGoogle Scholar

Burns, J. P. and Bowornwathana, B.. 2001. Civil Service Systems in Asia. Cheltenham: Edward Elgar.Google Scholar

Butcher, J., Freyens, B. and Wanna, J.. 2009. Policy in Action. The Challenge of Service Delivery. Sydney: University of New South Wales Press.Google Scholar

Butcher, J., Freyens, B. and Wanna, J.. 2010. Policy in Action: The Challenge of Service Delivery. Sydney: University of New South Wales Press.Google Scholar

Cabinet Office. 1999. Modernising Government White Paper. CM4310. London: TSO.Google Scholar

Cairney, P. 2016. The Politics of Evidence-Based Policy Making. London: Palgrave.Google Scholar

Cairney, P., Oliver, K and Wellstead, A.. 2016. To Bridge the Divide between Evidence and Policy, Reduce Ambiguity as Much as Uncertainty. Public Administration Review 76 (3): 399–402.Google Scholar

Cameron, D. 2011. Prime Minister’s Speech on Modern Public Service. www.gov.uk/government/speeches/prime-ministers-speech-on-modern-public-service.Google Scholar

Canbäck, S. 1998. The Logic of Management Consulting (Part One). Journal of Management Consulting 10 (12): 3–11.Google Scholar

Canbäck, S. 1999. The Logic of Management Consulting (Part Two). Journal of Management Consulting 10 (13): 3–12.Google Scholar

Caplan, N. 1979. The Two-Communities: Theory and Knowledge Utilization. American Behavioural Scientist 22 (3): 459–470.Google Scholar

Cappe, M. 2011. Analysis and Evidence for Good Public Policy. The Demand and Supply Equation. The 2011 Tansley Lecture, 19 April, Johnson-Shoyama Graduate School of Public Policy. Regina, Saskatchewan.Google Scholar

Carson, E and Kerr., L. 2017. Australian Social Policy and the Human Services, 2nd ed. Melbourne: Cambridge University Press.Google Scholar

Cartwright, N. and Hardie, J.. 2012. Evidence-Based Policy. A Practical Guide to Doing It Better. Oxford: Oxford University Press.Google Scholar

Cherney, A., Head, B, Povey, J, Ferguson, M and Boreham, P. 2015. Use of Academic Social Research by Public Officials: Exploring Preferences and Constraints that Impact on Research Use. Evidence & Policy: A Journal of Research, Debate and Practice 11 (2): 169–188.Google Scholar

Christensen, M. 2003. The Big Six Consulting Firms: Creating a New Market of Meeting a Public Policy Need? Australasian Journal of Business and Social Inquiry 1 (1): 24–32.Google Scholar

Clark, J. and Jones, A.. 1999. From Policy Insider to Policy Outcast? Comite des Organisations Professionnelles Agricoles, EU Policymaking, and the EU’s ‘Agri-Environmental’ Regulation. Environment and Planning C, Government and Policy, 17 (5): 637–653.Google Scholar

Clark, M. M. 2014. Whose Knowledge Counts in Government Literacy Policies and at What Cost? Education Journal 186. 20 January: 13–16.Google Scholar

Clark, M. M. (ed.). 2017. Reading the Evidence. Birmingham: Glendale Education.Google Scholar

Clark, T. 1995. Managing Consultants: Consultancy as the Management of Impressions. Buckingham: Open University Press.Google Scholar

Clark, T. and Fincham, R.. 2002. Critical Consulting: New Perspectives on the Management Advice Industry. Oxford: Blackwell Business.Google Scholar

Clark, T. and Salaman, G.. 1996. Telling Tales: Management Consultancy as the Art of Story Telling. In Grant, D. and Oswick, C. (eds.), Metaphor and Organizations. London: Sage Publications Ltd: 166–183.Google Scholar

Clarke, J. and Newman, J.. 2007. The Managerial State. London: Sage.Google Scholar

Coen, D. 2007. Empirical and Theoretical Studies in EU Lobbying. Journal of European Public Policy 14 (April): 333–345.Google Scholar

Coffield, F. 2012. Why the McKinsey Reports will not Improve School Systems. Journal of Education Policy 27 (1): 131–149.Google Scholar

Cohen, N. 2006. Where Has All the Money Gone? New Statesman. 15 May: 15–16.Google Scholar

Colebatch, H. K. (ed.). 2006. The Work of Policy: An International Survey. New York: Rowman and Littlefield.Google Scholar

Colebatch, H. K., Hoppe, R. and Noordegraaf, M.. (eds.). 2011. Working for Policy. Amsterdam: Amsterdam University Press.Google Scholar

Consultancy.uk (2016) 10 Largest Management Consulting Firms of the Globe. www.consultancy.uk/news/2149/10-largest-management-consulting-firms-of-the-globeGoogle Scholar

Congressional Research Service (CRS). 2015. The Federal Acquisition Regulation (FAR): Answers to Frequently Asked Questions. Kate M. Manuel, Legislative Attorney; L. Elaine Halchin, Specialist in American National Government; Erika K. Lunder, Legislative Attorney. Michelle D. Christensen, Analyst in Government Organization and Management, 3 February: https://fas.org/sgp/crs/misc/R42826.pdfGoogle Scholar

Coopers and Lybrand. 1988. Local Management of Schools. A Report to the Department of Education and Science. London: DES.Google Scholar

Corbett, T. J. and Bogenschneider, K.. 2011. Evidence-Based Policymaking: Insights from Policy-Minded Researchers and Research-Minded Policy Makers. New York: Taylor and Francis.Google Scholar

Corcoran, J. and McLean, F.. 1998. The Selection of Management Consultants: How Are Governments Dealing with This Difficult Decision? An Exploratory Study. International Journal of Public Sector Management 11 (1): 37–54.Google Scholar

Courtney, S. J. 2015. Mapping School Types in England. Oxford Review of Education 41 (6): 799–818.Google Scholar

Craft, J. and Halligan, J.. 2017. Assessing 30 Years of Westminster Policy Advisory System Experience. Policy Sciences 50 (1): 47–62.Google Scholar

Craft, J. and Howlett, M. 2013. The Dual Dynamics of Policy Advisory Systems: The Impact of Externalization and Politicization on Policy Advice. Policy and Society 32: 187–197.Google Scholar

Craig, D. and Brooks, R.. 2006. Plundering the Public Sector. London: Constable.Google Scholar

Cross, W. 2007. Policy Study and Development in Canada’s Political Parties. In Dobuzinskis, L., Howlett, M. and Laycock, D. (eds.), Policy Analysis in Canada: The State of the Art. Toronto: University of Toronto Press: 233–242.Google Scholar

Czarniawska, B. and Mazza, C.. 2003. Consulting as a Liminal Space. Human Relations 56 (3): 267–290.Google Scholar

Czarniawska, B. and Mazza, C.. 2013. Consulting University: A Reflection from Inside. Financial Accountability & Management 29 (2): 124–139.Google Scholar

Czarniawska-Joerges, B. 1989. Merchants of Meaning: Management Consulting in the Swedish Public Sector. In Turner, Barry A. (ed.), Organizational Symbolism. Berlin: Walter De Gruyter Inc: 139–150.Google Scholar

Daalder, H. 2011. State Formation, Parties and Democracy: Studies in Comparative European Politics. Colchester: ECPR Press.Google Scholar

Dahlström, C. 2016. Introduction: Policy-Making in Sweden. In Pierre, J. (ed.), The Oxford Handbook of Swedish Politics. Oxford: Oxford University Press: 631–633.Google Scholar

David, R. J. 2012. Institutional Change and The Growth of Strategy Consulting in the United States. In Clark, T. and Kipping, M. (eds.), The Oxford Handbook of Management Consulting. Oxford Handbooks Online: 71–92.Google Scholar

Davies, A. 2001. Accountability: A Public Law Analysis of Government by Contract. Oxford: Oxford University Press.Google Scholar

Davies, A. C. L. 2008. The Public Law of Government Contracts. Oxford: Oxford University Press.Google Scholar

Davis, G., Wanna, J, Warhurst, J and Weller, P. 1993. Public Policy in Australia, 2nd ed., St Leonards: Allen and Unwin.Google Scholar

Daviter, F. 2015. The Political Use of Knowledge in the Policy Process. Policy Sciences, 48 (4): 491–505.Google Scholar

Denis, J. L., Ferlie, E and Van Gestel, N.. 2015. Understanding Hybridity in Public Organizations. Public Administration 93 (2): 273–289.Google Scholar

Dent, H. 2002. Consultants and the Public Service. Australian Journal of Public Administration 61 (1): 108–113.Google Scholar

Deutsch, J. 1973. Governments and Their Advisors. Canadian Public Administration 16 (1): 25–34.Google Scholar

DfEE. 2000. Influence or Irrelevance: Can Social Science Improve Government? Secretary of State’s ESRC Lecture, 2nd February. London: DfEE.Google Scholar

DfES/PwC. 2007. Independent Study into School Leadership. London: DfES.Google Scholar

Dickinson, H. 2016. From New Public Management to New Public Governance. In Butcher, J. and Gilchrist, D. (eds.), The Three Sector Solution: Delivering Public Policy in Collaboration with Not-for-Profits and Business. Canberra: ANU Press: 41–60.Google Scholar

Dijkstra, G. S. A., van der Meer, F. M., van den Berg, C. F.. 2015. Is er nu wel of niet sprake van een terugtredend openbaar bestuur? Het personeelsperspectief. In Uijlenbroek, J. J. M. (ed.), De Staat van de Ambtelijke Dienst, 3rd ed. The Hague: CAOP.Google Scholar

Dilulio, J. J. 2016. Against Federal ‘Leviathan by Proxy’ and for a Bigger, Better Full-Time Federal Workforce. Public Administration Review 1 June: https://doi.org/10.1111/puar.12598.Google Scholar

Dluhy, M. 1981. Policy Advice-Givers: Advocates? Technicians? or Pragmatists? In Tropman, J. E (ed.), New Strategic Perspectives on Social Policy. New York: Pergamon Press: 202–216.Google Scholar

Dobuzinskis, L. and Howlett, M.. 2018. Policy Analysis in Canada. Bristol: Policy Press.Google Scholar

Dobuzinskis, L., Howlett, M. and Laycock, D.. (eds.). 1996. Policy Studies in Canada: The State of the Art. Toronto: University of Toronto Press.Google Scholar

Dobuzinskis, L., Howlett, M. and Laycock, D.. (eds.). 2007. Policy Analysis in Canada: The State of the Art. Toronto: University of Toronto Press.Google Scholar

Doern, G. B. 1994. The Road to Better Public Services: Progress & Constraints in Five Canadian Federal Agencies. The Institute for Research in Public Policy.Google Scholar

DoF (Dept of Finance). 2017a. GAPS Contracts Export: https://data.gov.au/dataset/historical-australian-government-contract-dataGoogle Scholar

DoF (Dept. of Finance). 2017b. AusTender CN CSV published up to 30 June 2017: https://data.gov.au/dataset/historical-australian-government-contract-dataGoogle Scholar

DoF (Dept. of Finance). 2017c. Additional Reporting on Consultancies: www.finance.gov.au/procurement/procurement-policy-and-guidance/buying/reporting-requirements/consultancies-reporting/practice.htmlGoogle Scholar

DoF (Dept. of Finance). 2017d. Procurement, Statistics on Australian Government Procurement Contracts: www.finance.gov.au/procurement/statistics-on-commonwealth-purchasing-contracts/Google Scholar

DoF (Dept of Finance). 2017e. AusTender Customised UNSPSC Codeset: Data.gov.auGoogle Scholar

DoF (Dept of Finance). 2018. Submission to Joint Committee of Public Accounts and Audit Inquiry Based on ANAO Report No. 19 (2017–18) Australian Government Procurement Contract Reporting, Submission No. 4, JCPAA, Parliament of Australia: www.aph.gov.au/Google Scholar

DoFA (Dept of Finance and Administration). 1999. Purchasing Statistics Bulletin. Canberra: AGPS.Google Scholar

DoFA. 2004. Gazette Publishing System (GaPS) User Guide. Canberra: National Office for the Information Economy.Google Scholar

Dollery, B. and Drew, J. 2017. Paying the Piper: A Critical Examination of ACIL Allen’s (2016) ‘An Economic Assessment of Recasting Council Boundaries in South Australia’, Economic Analysis and Policy 54: 74–82.Google Scholar

Dollery, B. Fiorillo, F and Burton, T. 2012 . Running the Big Smoke: A Critical Analysis of the KPMG (2008) Approach to Local Government Reform in the Sydney Metropolitan Area. Australasian Journal of Regional Studies 18 (2): 232–256.Google Scholar

Donaldson, D. 2018. ‘Urgent’: Former Secretaries Assess Public Service Capability. The Mandarin, 12 February.Google Scholar

DoT (Dept of the Treasury). 2017. Budget 2017/18, Budget Paper No. 4, Agency Resourcing: https://archive.budget.gov.au/2017-18/bp4/Budget2017-18_BP4.pdf.Google Scholar

Drew, J. and Grant, B. 2017. Multiple Agents, Blame Games and Public Policy-Making: the Case of Local Government Reform in New South Wales. Australian Journal of Political Science 52 (1): 37–52.Google Scholar

Drew, J., Kortt, M and Dollery, B. 2013. A Cautionary Tale: Council Amalgamation in Tasmania and the Deloitte Access Economics Report. Australian Journal of Public Administration 72 (1): 55–65.Google Scholar

Druckman, Alan. 2000. The Social Scientist as Consultant. American Behavioral Scientist 43 (10; 1 August): 1565–1577.Google Scholar

Easton, S. 2017. Meeting Global Standard for Open Procurement Data Might Cost Too Much. The Mandarin, 25 July.Google Scholar

Édes, Bart W. 2004. The Role of Government Information Officers. Journal of Government Information 27 (4; July): 455–469.Google Scholar

Edwards, M., Halligan, J, Horrigan, B and Nicoll, G. 2012. Public Sector Governance in Australia. Canberra: ANU E-Press.Google Scholar

Edwards, M., Head, B, Tiernan, A and Walter, J, 2017. The Decline in Policy Capacity: Trends, Causes and Remedies. Australian Political Science Association Conference, 25–27 September, Melbourne.Google Scholar

Efficiency Unit. 1988. Improving Management in Government: The Next Steps. London: HMSO.Google Scholar

Efficiency Unit. 1994. The Government’s Use of External Consultants. London: HMSO.Google Scholar

Ehn, P. 2016. The Public Servant. In Pierre, J., The Oxford Handbook of Swedish Politics. Oxford: Oxford University Press: 332–346Google Scholar

Eichbaum, C. and Shaw, R.. 2007. Ministerial Advisers and the Politics of Policy-Making: Bureaucratic Permanence and Popular Control. The Australian Journal of Public Administration 66 (4): 453–467.Google Scholar

Eichbaum, C. and Shaw, R.. 2008. Revisiting Politicization: Political Advisers and Public Servants in Westminster Systems. Governance 21 (3): 337–363.Google Scholar

Elinder, M. and Jordahl, H.. 2013. Political Preferences and Public Sector Outsourcing. European Journal of Political Economy 30: 43–57.Google Scholar

Ernst, B. and Kieser., A. 2002. In Search of Explanations for the Consulting Explosion. In Sahlin-Andersson, K. and Engwall, L. (eds.), The Expansion of Management Knowledge: Carriers, Flows, and Sources, 1st ed. Redwood: Stanford Business Books: 47–72.Google Scholar

Evetts, J. 2003a. The Sociological Analysis of Professionalism: Occupational Change in the Modern World. International Sociology 18 (2; 1 June): 395–415.Google Scholar

Evetts, J. 2003b. The Construction of Professionalism in New and Existing Occupational Contexts: Promoting and Facilitating Occupational Change. International Journal of Sociology and Social Policy 23 (4/5): 22–35.Google Scholar

FEACO. 2002. Survey of the European Management Consultancy Market. Brussels.Google Scholar

FEACO. 2010. Survey of the European Management Consultancy 2010/2011.Google Scholar

FEACO. 2016. Survey of the European Management Consultancy 2015/2016.Google Scholar

Ferlie, E., Fitzgerald, L, Mcgivern, G., Dopson, S. and Bennett, C.. 2011. Public Policy Networks and ‘Wicked Problems’: A Nascent Solution? Public Administration 89: 307–324.Google Scholar

Fincham, R. 1999. The Consultant–Client Relationship: Critical Perspectives on the Management of Organizational Change. Journal of Management Studies 36 (3): 335–351.Google Scholar

Fincham, R. 2012. The Client in the Client–Consultant Relationship. In Kipping, M. and Clark, T. (eds.), The Oxford Handbook of Management Consulting. Oxford: Oxford University Press: 411–426.Google Scholar

Fisher, F. 1990. Technocracy and the Politics of Expertise. Newbury Park: Sage.Google Scholar

Flynn, N. and Asquer, A.. 2017. Public Sector Management. London: Sage Publications Ltd.Google Scholar

Ford, R. and Zussman, D.. 1997. Alternative Service Delivery: Sharing Governance in Canada. Institute of Public Administration of Canada (Institut d’administration publique du Canada).Google Scholar

Forde, R., Hobby, R. and Lees, A.. 2000. The Lessons of Leadership. A Comparison of Headteachers in UK Schools and Senior Executives in Private Enterprises. London: Hay Management Consultants.Google Scholar

Freeman, J. 2000. The Contracting State. Florida State University Law Review 28 (155): 155–214.Google Scholar

Fulton, L. 1968. The Civil Service, Report of the Committee 1966–1968 Volume 1, Cmnd 3638. London: HMSO.Google Scholar

Garrett, G. A. and Beatty, F. J.. 2011. Interesting Times for Government Contractors. Contract Management 51 (5): 12–14.Google Scholar

Garson, G. D. 1986. From Policy Science to Policy Analysis: A Quarter Century of Progress. In Dunn, W. N. (ed.), Policy Analysis: Perspectives, Concepts, and Methods. Greenwich: JAI Press: 3–22.Google Scholar

Garsten, C. 1999. Betwixt and Between: Temporary Employees as Liminal Subjects in Flexible Organizations. Organization Studies 20 (4; 1 July): 601–617.Google Scholar

General Services Administration (FAR). 2005. Department of Defense, National Aeronautics and Space Administration. Federal Acquisition Regulation, issued March.Google Scholar

Genomförandeutredningen (SOU). 2014. Nya regler om upphandling [New rules for public procurement]. Stockholm: Finansdepartementet.Google Scholar

Geva-May, I. and Maslove, A.. 2006. Canadian Public Policy Analysis and Public Policy Programs: A Comparative Perspective. Journal of Public Affairs Education 12 (4): 413–438.Google Scholar

Gittins, R. 2016. Smarter Thinking on the Budget Deficit Is Long Overdue. Sydney Morning Herald, 28 NovemberGoogle Scholar

Glassman, A. and Winograd, M.. 2005. Public Sector Consultation. In Greiner, L. and Poulfelt, F. (eds.), The Contemporary Consultant. Mason: Thomson South-Western: 189–207.Google Scholar

Gomery, J. H. 2005. Who Is Responsible? Fact Finding Report. Ottawa: Commission of Inquiry into the Sponsorship Program and Advertising Activities.Google Scholar

Gomery, J. H. 2006. Restoring Accountability: Recommendations. Ottawa: Commission of Inquiry into the Sponsorship Program and Advertising Activities.Google Scholar

Gorard, S. 2018. Education Policy. Bristol: Policy Press.Google Scholar

Gov.uk. 2011. Thames Rolling Stock Project. www.gov.uk/government/publications/thameslink-rolling-stock-project–14.Google Scholar

Gov.uk. 2015. Government Saves £18.6 Billion for Hard Working Taxpayers in 2014 to 2015. www.gov.uk/government/news/government-saves-186-billion-for-hard-working-taxpayers-in-2014-to-2015.Google Scholar

Green, A. 2015. History as Expertise and the Influence of Political Culture on Advice for Policy since Fulton. Contemporary British History 29 (1): 27–50.Google Scholar

Green-Pedersen, C. 2002. New Public Management Reforms of the Danish and Swedish Welfare States: The Role of Different Social Democratic Responses. Governance 15 (2): 271–294.Google Scholar

Gregory, R. and Lonti, Z.. 2008. Chasing Shadows? Performance Measurement of Policy Advice in New Zealand Government Departments. Public Administration 86 (3): 837–856.Google Scholar

Gross, A. C. and Poor, J.. 2008. The Global Management Consulting Sector. Business Economics 43 (4): 59–68.Google Scholar

Grossman, E. and Saurugger, S.. 2004. Challenging French Interest Groups: The State, Europe and the International Political System. French Politics 2 (2): 203–220.Google Scholar

Gunter, H. M. 2012. Leadership and the Reform of Education. Bristol: The Policy Press.Google Scholar

Gunter, H. M. 2017. Corporate Consultancy Practices in Education Services in England. In Gunter, H. M, Hall, D. and Apple, M. (eds.), Corporate Elites and the Reform of Public Education. Bristol: Policy Press: 147–160.Google Scholar

Gunter, H. M. 2018. The Politics of Public Education: Reform Ideas and Issues. Bristol: Policy Press.Google Scholar

Gunter, H. M. and Mills, C.. 2016. Knowledge Production and the Rise of Consultocracy in Education Policymaking in England. In Verger, A, Steiner-Khamsi, G and Lubienski, C. (eds.), World Yearbook of Education 2016: The Global Education Industry. London: Routledge: 125–141.Google Scholar

Gunter, H. M. and Mills, C.. 2017. Consultants and Consultancy: The Case of Education. Cham: SpringerGoogle Scholar

Gunter, H. M., Grimaldi, E., Hall, D. and Serpieri, R.. (eds.). 2016. New Public Management and the Reform of Education. Abingdon: Routledge.Google Scholar

Gunter, H. M., Hall, D. and Mills, C.. 2015. Consultants, Consultancy and Consultocracy in Education Policymaking in England. Journal of Education Policy 30 (4): 518–539.Google Scholar

Guttman, D. and Willner, B.. 1976. The Shadow Government: The Government’s Multi-Billion-Dollar Giveaway of Its Decision-Making Powers to Private Management Consultants, ‘Experts,’ and Think Tanks. New York: Pantheon Books.Google Scholar

Haddon, C. 2012. Reforming the Civil Service. The Efficiency Unit in the early 1980s and the 1987 Next Steps Report. London: Institute for Government.Google Scholar

Halffman, W. and Hoppe, R.. 2005. Science/Policy Boundaries: A Changing Division of Labour in Dutch Expert Policy Advice. In Maassen, S. and Weingart, P. (eds.), Democratization of Expertise? Exploring Novel Forms of Scientific Advice in Political Decision-Making. Berlin: Springer Verlag: 135–151.Google Scholar

Hall, J. and Jennings, E.. 2010. Assessing the Use and Weight of Information and Evidence in US State Policy Decisions. Policy and Science 29 (2): 137–147.Google Scholar

Halligan, J. 1995. Policy Advice and the Public Service. In Peters, B. G and Savoie, D. J. (eds.), Governance in a Changing Environment. Ottawa and Montreal: Canadian Centre for Management Development and McGill-Queen’s University Press: 138–172.Google Scholar

Halligan, J. 2000. Public Service Reform Under Howard. In Singleton, G (ed.), The Howard Government: Australian Commonwealth Administration 1996–1998, Sydney: UNSW Press: 49–64.Google Scholar

Halligan, J. (ed.). 2003. Civil Service Systems in Anglo-American Countries. Cheltenham: Edward Elgar.Google Scholar

Halligan, J. 2008. The Search for Balance and Effectiveness in the Australian Public Service. In Aulich, C and Wettenhall, R (eds.), Howard’s Fourth Government: Australian Commonwealth Administration 2004–2007. Sydney: UNSW Press: 13–30.Google Scholar

Halligan, J. 2011. The Australian Public Service: New Agendas and Reforms. In Aulich, C and Evans, M (eds.), The Rudd Government: Australian Commonwealth Administration 2007–2010. Canberra: ANU E Press: 35–54.Google Scholar

Halligan, J. and Power, J. 1992. Political Management in the 1990s. Melbourne: Oxford University Press.Google Scholar

Halpin, D. R. and Frausen, B.. 2017. Conceptualising the Policy Engagement of Interest Groups: Involvement, Access and Prominence. European Journal of Political Research 56: 3.Google Scholar

Hamilton-Howard, J. 2000. The Consultant Market: A User’s Guide. Canberra Bulletin of Public Administration, IPAA, 97: 7–17.Google Scholar

Hammerschmid, G., Van de Walle, S., Andrews, R. and Bezes, P. (eds.). 2016. Public Administration Reforms in Europe: The View from the Top. Cheltenham: Edward Elgar.Google Scholar

Hawke, G. R. 1993. Improving Policy Advice. Wellington: Victoria University Institute of Policy Studies.Google Scholar

Hawker, G. 2001. Consultants to the Commonwealth. Canberra Bulletin of Public Administration 99: 60–63.Google Scholar

Head, B. 2015a. Policy Analysis and Public Sector Capacity. In Head, B and Crowley, K (eds.), Policy Analysis in Australia. Bristol: Policy Press: 53–68.Google Scholar

Head, B. W. 2015b. Toward More Evidence-Informed Policy Making? Public Administration Review 76 (3): 472–484.Google Scholar

Head, B. 2008. Wicked Problems in Public Policy. Public Policy 3 (2): 101–118.Google Scholar

Head, B. W. 2010. Reconsidering Evidence-Based Policy, Key Issues and Challenges. Policy and Society 29 (2): 77–94.Google Scholar

Head, B. W. 2013. Evidence-Based Policymaking – Speaking Truth to Power? Australian Journal of Public Administration 72 (4): 397–403.Google Scholar

Helden, , van, G. J., Aardema, H., ter Bogt, H. J. and Groot, T. L. C. M. 2010. Knowledge Creation for Practice in Public Sector Management Accounting by Consultants and Academics: Preliminary findings and Directions for Future Research. Management Accounting Research 21 (2): 83–94.Google Scholar

Heringa, A. W., van der Velde, J., Verhey, L. F. M. and van der Woude, W.. 2018. Staatsrecht. Deventer: WoltersKluwer.Google Scholar

Hird, J. A. 2005. Policy Analysis for What? The Effectiveness of Nonpartisan Policy Research Organizations. Policy Studies Journal 33 (1): 83–105.Google Scholar

Hodge, G. and Bowman, D.. 2006. The ‘Consultocracy’: The Business of Reforming Government. In Hodge, G (ed.), Privatization and Market Development: Global Movements in Public Policy Ideas. Cheltenham: Edward Elgar: 97–126.Google Scholar

Hogan, A., Sellar, S. and Lingard, B. 2015. Network Restructuring of Global Edu-business. In Au, W. and Ferrare, J. J. (eds.), Mapping Corporate Education Reform. New York: Routledge: 43–64.Google Scholar

Hood, C. 1990. De-Sir Humphreyfing the Westminster Model of Bureaucracy: A New Style of Governance? Governance: An International Journal of Policy and Administration 3 (2): 205–214.CrossRefGoogle Scholar

Hood, C. 1991. A Public Management for All Seasons? Public Administration 69 (1): 3–19.Google Scholar

Hood, C. 2013. The Blame Game: Spin, Bureaucracy, and Self-Preservation in Government. New Jersey: Princeton University Press.Google Scholar

Hood, C. and Jackson, M.. 1991. Administrative Argument. Aldershot: Dartmouth Publishing Company Limited.Google Scholar

Hood, C. and Margetts, H. Z.. 2007. The Tools of Government in a Digital Age. Basingstoke: Palgrave Macmillan.Google Scholar

Hood, C. and Peters, B. G.. 2004. The Middle Aging of New Public Management: Into the Age of Paradox? JPART 14: 267–282Google Scholar

Hood, C., Rothstein, H. and Baldwin, R.. 2004. The Government of Risk. Oxford: Oxford University Press.Google Scholar

Hoppe, R. 2009. Scientific Advice and Public Policy: Expert Advisers’ and Policymakers’ Discourses on Boundary Work. Poiesis and Praxis 6 (3: 235–263.Google Scholar

House of Commons. 2014. Government Procurement Service Annual Report and Accounts 2013/14. London: The Stationery Office Ltd.Google Scholar

House of Commons Committee of Public Accounts. 2006. Central Government’s Use of Consultants. Thirty-first Report of Session 7. London: The Stationery Office Limited.Google Scholar

House of Commons Committee of Public Accounts. 2007. Central Government’s Use of Consultants. Thirty-first Report of Session 2006–2007. London: The Stationary Office Limited.Google Scholar

House of Commons Committee of Public Accounts. 2010. Central Government’s Use of Consultants and Interims. Twelfth Report of Session 2010–11. London: The Stationery Office Limited.Google Scholar

House of Commons Committee of Public Accounts. 2016. Use of Consultants and Temporary Staff. London: The Stationery Office.Google Scholar

House of Commons Committee on Health. 2009. The Use of Management Consultants by the NHS and the Department of Health. Fifth Report of Session 2008–09. London: House of Commons.Google Scholar

House of Commons Hansard. 2012a. Transport. 23rd January 2012, Vol. 539. https://hansard.parliament.uk/Commons/2012-01-23/debates/1201232000002/Transport?highlight=consultants#contribution-1201232000005Google Scholar

House of Commons Hansard. 2012b. Pay and Consultants (Public Sector). 13th March 2012, Vol. 542. https://hansard.parliament.uk/Commons/2012-03-13/debates/12031352000001/PayAndConsultants(PublicSector).Google Scholar

House of Commons Hansard. 2013. Consultants. 17th July 2013, Vol. 566. https://hansard.parliament.uk/Commons/2013-07-17/debates/13071768000003/Consultants?highlight=consultants#contribution-13071768000010Google Scholar

House of Commons Health Committee. 2009. The Use of Management Consultants by the NHS and the Department of Health. Fifth Report of Session 2008–9. London: The Stationery Office.Google Scholar

House of Commons Public Administration Select Committee. 2011. Good Governance and Civil Service Reform: ‘End of Term’ Report on Whitehall Plans for Structural Reform. Eleventh Report of Session 2010–12. London: The Stationery Office.Google Scholar

House of Commons Public Administration Select Committee. 2013. Government Procurement. Sixth Report of Session 2013–14. London: Stationery Office.Google Scholar

House of Lords Hansard. 2012. NHS: Management Consultants 13th February 2012, Vol. 735. https://hansard.parliament.uk/Lords/2012-02-13/debates/1202131000179/NHSManagementConsultantsGoogle Scholar

Houten, D. R. V. and Goldman, P.. 1981. Contract Consulting’s Hidden Agenda: The Quest for Legitimacy in Government. The Pacific Sociological Review 24 (4; October): 461–493.Google Scholar

Howard, C. 2005. Policy Cycle: A Model of Post-Machiavellian Policymaking? Australian Journal of Public Administration 64 (3): 3–13.Google Scholar

Howard, M. 1990. The Use of Consultants by the Public Sector in Australia: Recent Evidence and Issues, Working Paper No. 4.Google Scholar

Howard, M. 1996a. A Growth Industry? Use of Consultants Reported by Commonwealth Departments, 1974–1994. Canberra Bulletin of Public Administration, IPAA, no 80: 62–74.Google Scholar

Howard, M. 1996b. A Sea Change in Staffing Mode? Commonwealth Departmental Spending on External Consultants and In-House Employees, 1988/89 to 1993/94. Canberra Bulletin of Public Administration, IPAA, no 80: 75–83.Google Scholar

Howard, J. 1997a. Consultants to Commonwealth Departments: Market Structure and Type of Consultancies, 1987-93. Canberra Bulletin of Public Administration, no 83: 86–97.Google Scholar

Howard, J. 1997b. Consultants and Public Policy. In Howard, M (ed.), The Rise of Consultants: Enhancing or Eroding Public Sector Expertise? Selected Proceedings of Seminar 13 October 1995, PSRC Seminar Papers No. 19. UNSW: Public Sector Research Centre: 102–113.Google Scholar

Howard, M. 2004. Comprehensive and Significant? The Consulting Activities of the ‘Big Six’ Accounting Firms for Fourteen Commonwealth Departments, 1987-93. Public Policy in Transition: Refereed Papers Presented at the 2004 Public Policy Network Conference, QUT: 88–113.Google Scholar

Howard, M. 2005. Income and ‘Expenditure’: The Big Accounting-Consulting Firms and Their Pathways of Promotion within the Political and Bureaucratic System. Dunedin: Refereed Papers of the Australasian Political Studies Association Conference.Google Scholar

Howard, M. 2006. Are Consultants Used for Advice on Corporate Services or Programme Content? Public Administration Today, IPAA, 7: 52–66.Google Scholar

Howard, M. 2017. Accretion of Influence: Mapping the Work of the Big Accounting-Consulting Firms for Federal Government Agencies in Australia, 1987–2017. International Public Policy Association 3rd Biennial Conference, Singapore.Google Scholar

Howlett, M. 1998. Predictable and Unpredictable Policy Windows: Institutional and Exogenous Correlates of Canadian Federal Agenda-Setting. Canadian Journal of Political Science 31 (3): 495–524.Google Scholar

Howlett, M. 2009a. Policy Analytical Capacity and Evidence-Based Policy-Making: Lessons from Canada. Canadian Public Administration 52 (2): 153–175.Google Scholar

Howlett, M. 2009b. A Profile of B.C. Provincial Policy Analysts: Troubleshooters or Planners. Canadian Political Science Review 3 (3): 55–68.Google Scholar

Howlett, M. 2009c. Policy Advice in Multi-Level Governance Systems: Sub-National Policy Analysts and Analysis. International Review of Public Administration 13 (3): 1–16.Google Scholar

Howlett, M. 2011. Designing Public Policies, Principles and Instruments. New York: Routledge.Google Scholar

Howlett, M. 2015. Policy Analytical Capacity. The Supply and Demand for Policy Analysis in Government. Policy and Society 34 (3–4): 173–182.Google Scholar

Howlett, M. P., Brouillette, C., Coleman, J. and Skorzus, R.. 2016. Policy Consulting in the USA: New Evidence from the Federal Procurement Data System – Next Generation. SSRN Scholarly Paper. Rochester: Social Science Research Network, 31 August. http://papers.ssrn.com/abstract=2834776Google Scholar

Howlett, M. and Craft, J.. 2013. Policy Advisory Systems and Evidence-Based Policy. The Location and Content of Evidentiary Policy Advice. In Young, S (ed.), Evidence-Based Policy-Making in Canada, A Multidisciplinary Look at How Evidence and Knowledge Shape Canadian Public Policy. Oxford: Oxford University Press: 27–44.Google Scholar

Howlett, M. and Lindquist, E.. 2004. Policy Analysis and Governance: Analytical and Policy Styles in Canada. Journal of Comparative Policy Analysis 6 (3): 225–249.Google Scholar

Howlett, M. and Migone, A. R.. 2013a. The Permanence of Temporary Services. The Reliance of Canadian Federal Departments on Management Consultants. Canadian Public Administration 56 (3): 367–388.Google Scholar

Howlett, M. and Migone, A. R.. 2013b. Policy Advice through the Market. The Role of External Consultants in Contemporary Policy Advisory Systems. Policy and Society 32(3): 241–254.Google Scholar

Howlett, M. and Migone., A. 2013c. Searching for Substance: Externalization, Politicization and the Work of Canadian Policy Consultants 2006–2013.Central European Journal of Public Policy 7 (1; June): 112–133.Google Scholar

Howlett, M. and Migone, A. R.. 2014a. Assessing Contract Policy Work. Overseeing Canadian Policy Consultants. Public Management and Money 34 (3): 173–180.Google Scholar

Howlett, M. and Migone, A. R.. 2014b. Making the Invisible Public Service Visible? Exploring Data on Policy and Management Consultancies in Canada. Canadian Public Administration 57 (2): 183–216.Google Scholar

Howlett, M., Migone, A. R and Seck, T.. 2014. Duplication or Complementarity? External Policy Consulting and Its Relationship to Internal Policy Analysis in Canada. Canadian Journal of Political Science 47 (1): 113–134.Google Scholar

Howlett, M. and Migone, A. R.. 2017. The Role of Policy Consultants: Consultocracy or Business as Usual. In Howlett, M, Wellstead, A and Craft, J (eds.), Policy Work in Canada, Professional Practices and Analytical Capacities. Toronto: Toronto University Press: 155–182.Google Scholar

Howlett, M. and Newman, J.. 2010. Policy Analysis and Policy Work in Federal Systems. Policy Advice and Its Contribution to Evidence-Based Policy-Making in Multi-Level Governance Systems. Policy and Society 29(1): 123–136.Google Scholar

Howlett, M., Ramesh, M and Perl, A. 2009. Studying Public Policy: Policy Cycles and Policy Subsystems, 3rd ed. Oxford: Oxford University Press.Google Scholar

Howlett, M.,Seck, T, Migone, A. R., Wellstead, A. and Evans, B.. 2014. The Distribution of Analytical Techniques in Policy Advisory Systems, Policy Formulation and the Tools of Policy Appraisal. Public Policy and Administration 29 (4): 271–291.Google Scholar

Howlett, M., Stedman, R. and Wellstead, A.. 2010. Policy Analytical Capacity and Multi-Level Policy Work: A Structural Equation Model (SEM) Study of Canadian Policy Analysts. Public Policy and Administration 26 (3): 353–373.Google Scholar

Howlett, M. and Wellstead, A.. 2011. Policy Analysts in the Bureaucracy Revisited. The Nature of Professional Policy Work in Contemporary Government. Politics and Policy 39 (4): 613–633.Google Scholar

Howlett, M. and Wellstead, A.. 2012. Professional Policy Work in Federal States. Institutional Autonomy and Canadian Policy Analysis. Canadian Public Administration 55 (1): 53–68.Google Scholar

Howlett, M., Wellstead, A. and Craft, J.. (eds.). 2017. Policy Work in Canada: Professional Practices and Analytical Capacities. Toronto: University of Toronto Press, Scholarly Publishing Division.Google Scholar

Hudson, J. and Lowe, S. 2004. Understanding the Policy Process: Analysing Welfare Policy and Practice. Bristol: The Policy Press.Google Scholar

Hunn, D. K. 1994. Measuring Performance in Policy Advice: A New Zealand Perspective. In OECD (ed.), Performance Measurement in Government: Issues and Illustrations. Paris: OECD: 25–37.Google Scholar

Hyman, P. 2005. One Out of Ten, From Downing Street Vision to Classroom Reality. London: Vintage.Google Scholar

Jacobsson, B. 1994. Organisationsexperiment i kommuner och landsting. [Organizational experiments in municipalities and county councils]. Stockholm: Nerenius & Santérus.Google Scholar

Jacobsson, B. and Sundström, G.. 2016. Governing the State. In Pierre, J. (ed.), The Oxford Handbook of Swedish Politics. Oxford: Oxford University Press: 347–364Google Scholar

Jardine, B. 1997. NSW Government Employee Perspectives. In Howard, M (ed.), The Rise of Consultants: Enhancing or Eroding Public Sector Expertise? Selected Proceedings of Seminar 13 October 1995, Seminar Paper No. 19, Public Sector Research Centre. Sydney: UNSW: 86–90.Google Scholar

Jarl, M., Fredriksson, A. and Persson, S.. 2012. New Public Management in Public Education: A Catalyst for the Professionalization of Swedish School Principals. Public Administration 90 (2): 429–444.Google Scholar

Jarrett, M. C. 1998. Consultancy in the Public Sector. In Sadler, P. (ed.), Management Consultancy: A Handbook of Best Practices. London: Kogan: 369–383.Google Scholar

JCPAA (Joint Committee on Public Accounts and Audit). 2018. Inquiry based on ANAO Report No. 19 – Complementary Submission Guidance. Parliament of Australia.Google Scholar

Jessop, B. 2002. The Future of the Capitalist State. Cambridge: Polity Press.Google Scholar

John, P. 2013. Political Science, Impact and Evidence. Political Studies Review 11 (2): 168–173.Google Scholar

Johnson, M. A. 2005. Five Decades of Mexican Public Relations in the United States: From Propaganda to Strategic Counsel. Public Relations Review 31 (1; March): 11–20.Google Scholar

Jupe, R. and Funnell, W.. 2015. Neoliberalism, Consultants and the Privatisation of Public Policy Formulation: The Case of Britain’s Rail Industry. Critical Perspectives on Accounting 29: 65–85.Google Scholar

Justitiedepartementet. 2010. Kommittédirektiv. En ny organization för polisen? [Directions for the committee: A new police organization?]. Stockholm: Justitiedepartementet.Google Scholar

Kagi, H. M. 1969. The Roles of Private Consultants in Urban Governing. Urban Affairs Review 5 (1): 45–58.Google Scholar

Kellner, P. and Crowther-Hunt, Lord. 1980. The Civil Servants. London: Macdonald Futura Publishers Ltd.Google Scholar

Kickert, W. J. M. and in’t Veld, R. J. 1995. National Government, Governance and Administration. In Kickert, W. J. M. and van Vught, F. A. (eds.), Public Policy and Administrative Sciences in The Netherlands. London: Prentice Hall: 45–62.Google Scholar

Kingdon, J. W. 1993. How do Issues get on Public Policy Agendas? In Wilson, W. J. (ed.), Sociology and the Public Agenda. Sage: 40–50.Google Scholar

Kipping, M. and Armbrüster, T.. 2002. The Burden of Otherness: Limits of Consultancy Interventions in Historical Case Studies. In Kipping, M. and Engwall, L. (eds.), Management Consulting: Emergence and Dynamics of a Knowledge Industry. Oxford: Oxford University Press: 203–221.Google Scholar

Kipping, M. and Engwall, L.. 2002. Management Consulting: Emergence and Dynamics of a Knowledge Industry. Oxford: Oxford University Press.Google Scholar

Kipping, M. and Engwall, L.. (eds.). 2003. Management Consulting: Emergence and Dynamics of a Knowledge Industry. Oxford: Oxford University Press.Google Scholar

Kirby, J. 2017. Government spent £17.6m on consultants hired to draw up NHS cutbacks. www.independent.co.uk/news/uk/politics/nhs-cuts-crisis-government-consultancies-millions-paid-a7640176.htmlGoogle Scholar

Kitay, J. and Wright, C.. 2004. Take the Money and Run? Organisational Boundaries and Consultants’ Roles. The Service Industries Journal 24 (3): 1–18.Google Scholar

Kline, E. H. and G. Buntz, C.. 1979. On the Effective Use of Public Sector Expertise: Or Why the Use of Outside Consultants Often Leads to the Waste of In-House Skills. Public Administration Review 39 (3; June): 226–229.Google Scholar

Knaggård, Å. 2014. What Do Policy-Makers Do with Scientific Uncertainty? The Incremental Character of Swedish Climate Change Policy-Making. Policy Studies 35 (1): 22–39.Google Scholar

Knill, C. 1999. Explaining Cross-National Variance in Administrative Reform: Autonomous versus Instrumental Bureaucracies. Journal of Public Policy 19 (2): 113–139.Google Scholar

Kubr, M. 2002. Management Consulting – A Guide to the Profession, 4th ed. Geneva: International Labour Office.Google Scholar

Lahusen, C. 2002. Commercial Consultancies in the European Union: The Shape and Structure of Professional Interest Intermediation. Journal of European Public Policy 9 (1): 695–714.Google Scholar

Lantto, J. 2001. NPM-reformerna och demokratin [NPM Reforms and Democracy]. Ekonomi och Politik 5 (3): 29–43.Google Scholar

Lapsley, I. and Oldfield, R.. 2001. Transforming the Public Sector: Management Consultants as Agents of Change. The European Accounting Review 10 (3): 523–543.Google Scholar

Lapsley, I., Miller, P. and Pollock, N.. 2013. Foreword Management Consultants – Demons or Benign Change Agents? Financial Accountability & Management 29 (2): 117–123.Google Scholar

Lasswell, H. 1970. The Emerging Conception of the Policy Sciences. Policy Sciences 1 (1): 3–14.Google Scholar

Leys, C. 1999. Intellectual Mercenaries and the Public Interest: Management Consultancies and the NHS. Policy & Politics 27 (4): 447–465.Google Scholar

Light, P. C. 2006. The New True Size of Government. New York: NYU Wagner School Research, Brief no. 2.Google Scholar

Lijphart, A. 1999. Patterns of Democracy. New Haven and London: Yale University Press.Google Scholar

Lindblom, C. E. 1958. Policy Analysis. American Economic Review 48 (3): 298–312.Google Scholar

Lindquist, E. 1998. A Quarter Century of Canadian Think Tanks: Evolving Institutions, Conditions and Strategies. In Stone, D., Denham, A. and Garnett, M. (eds.), Think Tanks across Nations: A Comparative Approach . Manchester: Manchester University Press: 127–144.Google Scholar

Lippitt, R. 1975. Consulting Process in Action: Examining the Dynamics of the Client–Consultant Working Relationship. Development Publications.Google Scholar

Livingstone, D. N. 2007. Science, Site and Speech: Scientific Knowledge and the Spaces of Rhetoric. History of the Human Sciences 20 (2): 71–98.Google Scholar

Macdonald, D. 2011. The Shadow Public Service: The Swelling Ranks of Federal Government Outsourced Workers. Ottawa: Canadian Centre for Policy Alternatives.Google Scholar

Madigan, C. and O’Shea, J.. 1997. Dangerous Company: Management Consultants and the Businesses They Save and Ruin. London: Penguin.Google Scholar

Majone, G. 1997. From the Positive to the Regulatory State. Causes and Consequences of Changes in the Mode of Governance. Journal of Public Policy 17 (2): 139–167.Google Scholar

Maley, M. 2000. Conceptualising Advisers’ Policy Work: The Distinctive Policy Roles of Ministerial Advisers in the Keating Government, 1991–96. Australian Journal of Political Science 35 (3): 449–470.Google Scholar

Maley, M. 2012. Politicisation and the Executive. In Smith, R. (ed.), Contemporary Politics in Australia: Theories, Practices and Issues. Melbourne: Cambridge University Press: 237–248.Google Scholar

Martin, J. F. 1998. Reorienting a Nation: Consultants and Australian Public Policy. Aldershot: Ashgate.Google Scholar

Martin, W. 2017. Britain’s Government Is Going to Pay Private Consultancies to Help It Deal with Brexit. http://uk.businessinsider.com/government-tenders-15-million-brexit-consultancy-contract-2017-4Google Scholar

Mattson, I. 2016. Parliamentary Committees. A Ground for Compromise and Conflict. In Pierre, J. (ed.), The Oxford Handbook of Swedish Politics. Oxford: Oxford University Press: 679–690.Google Scholar

Mayer, I., Bots, P. and Daalen, E. v.. 2004. Perspectives on Policy Analysis: A Framework for Understanding and Design. International Journal of Technology, Policy and Management 4 (1 ): 169–191Google Scholar

MCA. 2016. UK Consulting Industry in ‘Vital Collaboration’ with Government to Transform Public Services. www.mca.org.uk/news/press-releases/uk-consulting-industry-in-vital-collaboration-with-government-to-transform-public-servicesGoogle Scholar

McGann, J. G. (ed.). 2007. Think Tanks and Policy Advice in the US: Academics, Advisors and Advocates. Abingdon: Routledge.Google Scholar

McGann, J. G. and Johnson., E. C. 2005. Comparative Think Tanks, Politics and Public Policy. Cheltenham: Edward Elgar.Google Scholar

McGivern, C. 1983. Some Facets of the Relationship between Consultants and Clients in Organizations. Journal of Management Studies 20 (3): 367–386.Google Scholar

McIntosh, N. 1997. Aspects of Change in the Canadian Federal Public Service. Public Administration & Development (1986–1998) 17 (1): 123–129.Google Scholar

McKenna, C. D. 1995. The Origins of Modern Management Consulting. Business and Economic History 24 (1): 51–58.Google Scholar

McKenna, C. D. 1996. Agents of Adhocracy: Management Consultants and the Reorganization of the Executive Branch, 1947–1949. Business and Economic History 25 (1): 101–111.Google Scholar

McKenna, C. D. 2006. The World’s Newest Profession: Management Consulting in the Twentieth Century. Cambridge Studies in the Management of Global Enterprise. New York: Cambridge University Press.Google Scholar

McKenna, C. D. 2010. The World’s Newest Profession: Management Consulting in the Twentieth Century. Cambridge: Cambridge University Press.Google Scholar

McKeown, T. and Lindorff, M.. 2011. Temporary Staff, Contractors, and Volunteers: The Hidden Workforce in Victorian Local Government. Australian Journal of Public Administration 70 (2; June): 185–201.Google Scholar

McLarty, R. and Robinson, T. 1998 . The Practice of Consultancy and a Professional Development Strategy. Leadership & Organisational Development Journal 19 (5): 256–263.Google Scholar

Mead, L. M. 2015. Only Connect, Why Government Often Ignores Research. Policy Sciences 48 (2): 257–272.Google Scholar

Meagher, G. and Goodwin, S (eds). 2015. Markets, Rights and Power in Australian Social Policy. Sydney: Sydney University Press.Google Scholar

Meer, , van der, F. M. and Dijkstra, G. S. A.. 2017. Omvang en kwaliteit van de ambtelijke dienst: Ontwikkelingen in de kabinetsperiode Rutte-II in perspectief. In Uylenbroek, J. (ed.), De Staat van de Ambtelijke Dienst: De motiverende overheid, 3rd ed. The Hague: CAOP: 19–40.Google Scholar

Meer, , van der, F. M. and Roborgh, L. J.. 1993. Ambtenaren in Nederland. Omvang, bureaucratisering en representativiteit van het ambtelijk apparaat, Alphen aan den Rijn: Samsom HD Tjeenk Willink.Google Scholar

Meer, , , F. M. van der, Raadschelders, J. C. N. and Toonen, T. A. J.. (eds). 2015. Comparative Civil Service Systems in the 21st Century. London: Palgrave.Google Scholar

Meer, , van der, F. M., van den Berg, C. F. and Dijkstra, G. S. A. 2012. De ambtenaar in het openbaar bestuur: De inhoudelijke en juridische herpositionering van ambtenaren vanuit internationaal-vergelijkend perspectief (Academic Series). Leiden: Leiden University Press.Google Scholar

Mennicken, A. 2013. ‘Too Big to Fail and Too Big to Succeed’: Accounting and Privatisation of the Prison Service in England and Wales. Financial Accountability & Management 29 (2): 206–226.Google Scholar

Meredith, H. and Martin, J.. 1970. Management Consultants in the Public Sector. Canadian Public Administration/Administration publique du Canada 13 (4; December): 383–395.Google Scholar

Merton, R. K. 1949. Social Theory and Social Structure. New York: Free Press.Google Scholar

Mewett, B. 1997. Are Consultants Taking Over from In-House Policy and Planning Sections. In Howard, M (ed.), The Rise of Consultants: Enhancing or Eroding Public Sector Expertise? Selected Proceedings of Seminar 13 October 1995, Seminar Paper No. 19, Public Sector Research Centre. Sydney: UNSW: 96–101.Google Scholar

Miller, C. and Orchard, L (eds). 2014. Australian Public Policy: Progressive Ideas in the Neoliberal Ascendancy. Bristol: Policy Press.Google Scholar

Ministerie van Binnenlandse Zaken en Koninkrijksrelaties. 2010. Nadere reactie op motie-Roemer inzake uitgavennorm externe inhuur [Further response to motion by Roemer regarding spending standard external hiring]. 2010–0000427652.Google Scholar

Ministerie van F. 2013/2017. Bijlage Rijksbegrotingsvoorschriften Externe Inhuur [Appendix: National Budget Regulations for External Hire].Google Scholar

Mintrom, M. 2007. The Policy Analysis Movement. In Dobuzinskis, L., Howlett, M. and Laycock, D. (eds.), Policy Analysis in Canada: The State of the Art. Toronto: University of Toronto Press: 71–84.Google Scholar

Miragliotta, N., Errington, W and Barry, N. 2014. The Australian Political System in Action. Melbourne: Oxford University Press.Google Scholar

Mitchell, V.-W. 1994. Problems and Risks in the Purchasing of Consultancy Services. The Service Industries Journal 14 (3): 315.Google Scholar

Moor, L. 2008. Branding Consultants as Cultural Intermediaries. The Sociological Review 56 (3): 408–428.Google Scholar

Moran, M. 2003. The British Regulatory State. Oxford: Oxford University Press.Google Scholar

Moran, T. 2013. Reforming to Create Value: Our Next Five Strategic Directions. Australian Journal of Public Administration 72 (1): 1–6.Google Scholar

Murdoch, Z. 2015. Organization Theory and the Study of European Union Institutions: Lessons and Opportunities. Organization Studies 36 (12): 1675–1692.Google Scholar

Murray, C. 2007. The Media. In Dobuzinskis, L., Howlett, M. and Laycock, D. (eds), Policy Analysis in Canada: The State of the Art. Toronto: University of Toronto Press: 286–297.Google Scholar

National Audit Office. 2001. Purchasing Professional Services. Report by the Comptroller and Auditor General. HC 400 Session 2000–2001: 25 April 2001. London: The Stationery Office.Google Scholar

National Audit Office. 2003. Getting the Evidence: Using Research in Policy Making. London: National Audit Office.Google Scholar

National Audit Office. 2006. Central Government’s Use of Consultants. London: The Stationery Office.Google Scholar

National Audit Office. 2010. Central Government’s Use of Consultants and Interims. London: The Stationery Office.Google Scholar

National Audit Office. 2013. Cabinet Office, The Efficiency and Reform Group Report by the Comptroller and Auditor General. HC 956, Session 2012–13.Google Scholar

National Audit Office. 2016. Use of Consultants and Temporary Staff. London: The Stationery Office.Google Scholar

National Audit Office. 2006. Central Government’s Use of Consultants: Methodology. London: National Audit Office.Google Scholar

Negus, K. 2002. The Work of Cultural Inter-Mediaries and the Enduring Distance between Production and Consumption. Cultural Studies 16 (4): 501–515.Google Scholar

New Zealand. 1994 Employment of Consultants by Government Departments. In Report of the Controller and Auditor-General: Third Report for 1994, 13–42. Wellington: Audit Office.Google Scholar

Newman, J. 2014. Revisiting the ‘Two Communities’ Metaphor of Research Utilisation. International Journal of Public Sector Management 27 (7): 614–627.Google Scholar

Newman, J. 2016. Deconstructing the Debate over Evidence-Based Policy. Critical Policy Studies 11 (2): 1–16.Google Scholar

Newman, J., Cherney, A. and Head, B. W.. 2017. Policy Capacity and Evidence-Based Policy in the Public Service. Public Management Review 19 (2), 157–174.Google Scholar

Newman, J. and Head, B. W.. 2015. Beyond the Two Communities: A Reply to Mead’s ‘Why Government Often Ignores Research’. Policy Sciences 48(3): 383–393.Google Scholar

Nicholson, J. 1997. Monitoring the Efficiency, Quality, and Effectiveness of Policy Advice to Government. In Maybe, J. and Zapico-Goni, E. (eds.), Monitoring Performance in the Public Sector: Future Directions from International Experience. New Brunswick: Transaction Publishers: 237–252.Google Scholar

O’Mahoney, J. and Sturdy, A.. 2016. Power and Diffusion of Management Ideas: The Case of McKinsey & Co. Management Learning. Management Learning 47 (3): 247–265.Google Scholar

Öberg, P. 2016. Interest Organizations in the Policy Process: Interest Advocacy and Policy Advice. In Pierre, J. (ed.), The Oxford Handbook of Swedish Politics. Oxford: Oxford University Press: 663–678.Google Scholar

O’Connor, A., Roos, G., Vickers-Willis, T.. 2007. Evaluating an Australian Public Policy Organization’s Innovation Capacity. European Journal of Innovation Management 10 (4): 532–558.Google Scholar

Office of Federal Procurement Policy. 2011 Service Contract Inventories; Report to Congress.Google Scholar

Office of the Auditor General of British Columbia. 2001. Management Consulting Engagements in Government. Victoria: Office of the Auditor General of British Columbia.Google Scholar

Office of the Procurement Ombudsman. 2010. Procurement Practices Review 2009–2010. Chapter 4: Environment Canada – Review of Procurement Practices Related to Management Consulting and Other Professional Services. Ottawa: Office of the Procurement Ombudsman.Google Scholar

Office of the Under Secretary of Defense. 2013. Reporting Inherently Governmental Functions Indicators to the Federal Procurement Data System. Memorandum for Commander, United States Special Operations Command (Attn: Acquisition Executive) Commander, United States Transportation Command (Attn: Acquisition Executive) Deputy Assistant Secretary of the Arivly (Procurement) Deputy Assistant Secretary of the Navy (Acquisition and Procurement) Deputy Assistant Secretary of the Air Force (Contracting) Directors of the Defense Agencies Directors of the Dod Field Activities, 25 February.Google Scholar

Oldersma, J. W. P., M. Janzen-Marquard, . 1999. The Iron Ring in Dutch Politics Revisited. Public Administration 77: 335–360.Google Scholar

O’Shea, J. 2002. Dangerous Company: The Consulting Powerhouses and the Businesses They Save and Ruin. Collingdale: Diane Pub. Co.Google Scholar

Osborne, D. and Gaebler, E. 1992. Reinventing Government. Reading: Addison-Wesley.Google Scholar

PA Consulting. 2017. Government and Public Sector. www.paconsulting.com/industries/government-and-public-sector/Google Scholar

Page, E. C. 2010. Bureaucrats and Expertise: Elucidating a Problematic Relationship in Three Tableaux and Six Jurisdictions. Sociologie du Travail 52 (2): 255–273Google Scholar

Page, E. C. and B., Jenkins. 2005. Policy Bureaucracy: Governing with a Cast of Thousands. Oxford: Oxford University Press.Google Scholar

Painter, M. and Pierre, J.. 2005. Challenges to State Policy Capacity: Global Trends and Comparative Perspectives. London: Palgrave Macmillan.Google Scholar

Panchamia, N. and Thomas, P.. 2014. The Next Steps Initiative. London: Institute for Government.Google Scholar

Parliament (UK). 2000. Select Committee on International Development Eighth Report. https://publications.parliament.uk/pa/cm199900/cmselect/cmintdev/475/47508.htmGoogle Scholar

Parsons, W. 2004. Not Just Steering but Weaving. Relevant Knowledge and the Craft of Building Policy Capacity and Coherence. Australian Journal of Public Administration 63 (1): 43–57.Google Scholar

Paton, C. 1999. Commentary on ‘Intellectual Mercenaries and the Public Interest: Management Consultants and the NHS. Policy & Politics 27 (4): 467–470.Google Scholar

Pattenaude, R. L. 1979. Introduction to Symposium on Consultants in the Public Sector. Public Administration Review 39 (3; June): 203–205.Google Scholar

Pearton, M. 1982. The Knowledgeable State. London: Burnett Books.Google Scholar

Peled, A. 2002. Why Style Matters: A Comparison of Two Administrative Reform Initiatives in the Israeli Public Sector, 1989–1998. Journal of Public Administration Research and Theory 12 (2): 217–240.Google Scholar

Pemer, F., Börjeson, L. and Werr, A.. 2014. Government Agencies’ Use of Management Consulting Services in Sweden – An Explorative Study. SSE Working Paper Series in Business Administration No. 2014:3. Stockholm School of Economics.Google Scholar

Pemer, F. and Skjølsvik, T., 2017. Adopt or Adapt? Unpacking the Role of Institutional Work Processes in the Implementation of New Regulations. Journal of Public Administration Research and Theory 28 (1): 138–154.Google Scholar

Perl, A. and White, D. J.. 2002. The Changing Role of Consultants in Canadian Policy Analysis. Policy, Organisation & Society 21 (4): 49–73.Google Scholar

Peters, B. G. 1996. The Policy Capacity of Government. Ottawa: Canadian Centre for Management Development.Google Scholar

Peters, B. G. and Pierre, J.. (eds.). 2004. Politicization of the Civil Service in Comparative Perspective: The Quest for Control. Abingdon: Routledge.Google Scholar

Peters, M. A. 2016. From State Responsibility for Education and Welfare to Self-Responsibilisation in the Market. Discourse: Studies in the Cultural Politics of Education 38 (1): 138–145.Google Scholar

Petersson, O. 1994. The Government and Politics of the Nordic Countries. Stockholm: FritzesGoogle Scholar

Pierre, J. 2016. Introduction: The Decline of Swedish Exceptionalism? In Pierre, J. (ed.), The Oxford Handbook of Swedish Politics. Oxford: Oxford University Press: 1–18.Google Scholar

Pierre, J., Jacobsson, B. and Sundström, G.. 2015. Governing the Embedded State: The Organizational Dimension of Governance. Oxford: Oxford University Press.Google Scholar

Pierre, J. and Peters, G. B.. 2000. Governance, Politics and the State. Basingstoke: Palgrave.Google Scholar

Pollitt, C. 2003. The Essential Public Manager, Maidenhead: McGraw-Hill Education (UK).Google Scholar

Pollitt, C. 2007. New Labour’s Re-Disorganization. Public Management Review 9 (4): 529–543.Google Scholar

Pollitt, C. and Bouckaert, G.. 2004. Public Management Reform: A Comparative Analysis. New York: Oxford University Press.Google Scholar

Pollitt, C. and Bouckaert, G.. 2011. Public Management Reform: A Comparative Analysis: New Public Management, Governance, and the Neo-Weberian State. Oxford: Oxford University Press.Google Scholar

Pollitt, C. and Bouckaert, G.. 2017. Public Management Reform: A Comparative Analysis – Into the Age of Austerity, 4th ed. Oxford: Oxford University Press.Google Scholar

Pollitt, C. and Summa, H.. 1997. Trajectories of Reform: Public Management Change in Four Countries. Public Money and Management 17 (1): 7–18.Google Scholar

Pollitt, C. and Talbot, C.. 2004. Unbundled Government: A Critical Analysis of the Global Trend to Agencies, Quangos and Contractualisation. London: Routledge.Google Scholar

Poulfelt, F. and Paynee, A.. 1994. Management Consultants: Client and Consultant Perspectives. Scandinavian Journal of Management 10 (4; December): 421–436.Google Scholar

Prince, M. J. 1979. Policy Advisory Groups in Government Departments. In Doern, G. B. and Aucoin, P. (eds.), Public Policy in Canada: Organization, Process, Management. Toronto: Gage: 275–300.Google Scholar

Prince, M. 1983. Policy Advice and Organizational Survival. Aldershot: Gower.Google Scholar

Prince, M. J. 2007. Soft Craft, Hard Choices, Altered Context, Reflections on 25 Years of Policy Advice in Canada. In Dobuzinskis, L., Howlett, M. and Laycock, D. (eds.), Policy Analysis in Canada, The State of the Art. Toronto: University of Toronto Press: 95–106.Google Scholar

Project on Government Oversight. 2011. Bad Business: Billions of Taxpayer Dollars Wasted on Hiring Contractors. Washington, DC: Project on Government Oversight.Google Scholar

Public Service Commission. 2010. Use of Temporary Help Services in Public Service Organizations. Ottawa: Public Service Commission.Google Scholar

Radaelli, C. M. 1995. The Role of Knowledge in the Policy Process. Journal of European Public Policy 2 (2): 159–183.Google Scholar

Radcliffe, S. 2010. Non-rational Aspects of the Competition State: The Case of Policy Consultancy in Australia. Policy Studies 31 (1): 117–128.Google Scholar

Radin, B. A. 1997. Presidential Address: The Evolution of the Policy Analysis Field: From Conversation to Conversations. Journal of Policy Analysis and Management 16 (2): 204–218.Google Scholar

Ranald, P. 1997. Commonwealth Government Employee Perspectives on Use of Consultants. In Howard, M. (ed.), The Rise of Consultants: Enhancing or Eroding Public Sector Expertise? Selected Proceedings of Seminar 13th October 1995, Seminar Paper No. 19, Public Sector Research Centre. Sydney: UNSW: 77–80.Google Scholar

Rasiel, E. M. and Friga, P. N.. 2002. The McKinsey Mind. New York: McGraw-Hill.Google Scholar

Raudla, R. 2013. Pitfalls of Contracting for Policy Advice: Preparing Performance Budgeting Reform in Estonia. Governance 26 (4): 605–629.Google Scholar

Rehfuss, J. 1979. Managing the Consultantship Process. Public Administration Review 39 (3; May): 211–214.Google Scholar

Rhodes, R. A. W. 1994. The Hollowing Out of the State. Political Quarterly 65 (2): 138–151.Google Scholar

Riddell, N. 2007. Policy Research Capacity in the Federal Government. Ottawa: Policy Research Initiative.Google Scholar

Rihoux, B., Spretizer, A. and Koole, R.. 2015. The Impact of European Intergration on Within-Party Organization Dynamics: More or Less Consensus Politics? In Vollaard, H., Beyers, J. and Dumont, P. (eds.), European Integration and Consensus Politics in the Low Countries. London: Routledge: 69–91.Google Scholar

Rochet, C. 2004. Rethinking the Management of Information in the Strategic Monitoring of Public Policies by Agencies. Industrial Management & Data Systems 104 (3): 201–208.Google Scholar

Rombach, B. 1997. Den marknadslika kommunen – en effektstudie [The municipality as a market – Analysing the effects]. Stockholm:Nerenius & Santérus.Google Scholar

Rose, D. 2012. The Firm that Hijacked the NHS: MoS Investigation Reveals Extraordinary Extent of International Management Consultant’s Role in Lansley’s Health Reforms. www.dailymail.co.uk/news/article-2099940/NHS-health-reforms-Extent-McKinsey–Companys-role-Andrew-Lansleys-proposals.htmlGoogle Scholar

Rose, N. 1991. Governing by Numbers: Figuring Out Democracy. Accounting Organizations and Society 16 (7): 673–692.Google Scholar

Rosenblum, R. and D., McGillis. 1979. Observations on the Role of Consultants in the Public Sector. Public Administration Review 39 (3; June): 219–226.Google Scholar

Rosenthal, U., Ringeling, A. B., Bovens, M. A. P., Hart, P. T. and van Twist, M. J. W.. 1996. Openbaar Bestuur: Beleid Organisatie en Politiek, 5th ed. Alphen aan den Rijn: Samson Tjeenk Willink.Google Scholar

Saint-Martin, D. 1998a. Management Consultants, the State, and the Politics of Administrative Reform in Britain and Canada. Administration & Society 30 (5; November): 533–568. https://doi.org/10.1177/0095399798305003.Google Scholar

Saint-Martin, D. 1998b. The New Managerialism and the Policy Influence of Consultants in Government: An Historical-Institutionalist Analysis of Britain, Canada and France. Governance: An International Journal of Policy and Administration 11 (3): 319–356.Google Scholar

Saint-Martin, D. 2000. Building the New Managerialist State. Oxford: Oxford University Press.Google Scholar

Saint-Martin, D. 2001. How the Reinventing of Government Movement in Public Administration Was Exported from the US to Other Countries. International Journal of Public Administration 24 (6): 573–604.Google Scholar

Saint-Martin, D. 2004. Building the New Managerialist State: Consultants and the Politics of Public Sector Reform in Britain, Canada and France. Oxford: Oxford University Press.Google Scholar

Saint-Martin, D. 2005. The Politics of Management Consulting in Public Sector Reform. In Pollit, C. (ed.), Handbook of Public Management. Oxford: Oxford University Press: 84–106.Google Scholar

Saint-Martin, D. 2006. Le Consulting et l’Etat : Une Analyse Comparée de l’offre et de La Demande. Revue Française d’administration Publique 120 (4): 743–756. https://doi.org/10.3917/rfap.120.0743.Google Scholar

Saint-Martin, D. 2007. Management Consultancy. In Ferlie, E, Lynn, L. and Pollitt, C., The Oxford Handbook of Public Management. Oxford: Oxford University Press: 671–694.Google Scholar

Saint-Martin, D. 2012. Governments and Management Consultants: Supply, Demand and Effectiveness. In Kipping, M. and Clark, T. (eds.), The Oxford Handbook of Management Consulting. Oxford, Oxford University Press: 447–464.Google Scholar

Saint-Martin, D. 2013. Making Government More ‘Business-Like’: Management Consultants as Agents of Isomorphism in Modern Political Economies. In Mikler, J. (ed.), The Handbook of Global Companies. Hoboken: John Wiley & Sons Ltd: 173–192. http://onlinelibrary.wiley.com/doi/10.1002/9781118326152.ch10/summary.Google Scholar

Sanderson, I. 2006. Complexity, ‘Practical Rationality’ and Evidence-Based Policy Making. Policy and Politics 34 (1): 115–132.Google Scholar

Savoie, D. J. 2015. What Is Government Good At? A Canadian Answer. Montreal: McGill-Queen’s University Press.Google Scholar

Schwartz, M., Ginsberg, W. and Sargent, J. F. Jr. 2015. Defense Acquisitions: How and Where DoD Spends Its Contracting Dollars. Library of Congress Congressional Research Service, 30 April.Google Scholar

Scott, J. C. 1998. Seeing Like a State. New Haven: Yale University Press.Google Scholar

SCP. 2017. Burgerperspectieven 2017|4, The Hague: www.scp.nl/Publicaties/Alle_publicaties/Publicaties_2017/Burgerperspectieven_2017_4.Google Scholar

SCP. 2018. Burgerperspectieven. no. 4 The Hague: SCP.Google Scholar

Shah, S. 2016. Government Consultancy Spends Spirals out of Control Once Again – So What Now? www.computing.co.uk/ctg/feature/2449925/government-consultancy-spend-spirals-out-of-control-once-again-so-what-now#Google Scholar

Shamir, R. 2008. The Age of Responsibilization: On Market-Embedded Morality. Economy and Society 37 (1): 1–19.Google Scholar

Shaw, R. and Eichbaum, C.. 2018. Ministers, Minders and Mandarins: An International Study of Relationships at the Executive Summit of Parliamentary Democracies. Cheltenham: Edward Elgar.Google Scholar

Shergold, P. 2013. My Hopes for a Public Service for the Future. Australian Journal of Public Administration 72 (1): 7–13.Google Scholar

Siefken, S. and Schulz, M.. 2013. The Governance of Policy Advice: Regulation of Advisory Commissions and Councils in Germany and The Netherlands. 1st International Conference on Public Policy. 26--28.6.2013, Grenoble.Google Scholar

Simon-Davies, J. 2010. How Many Are Employed in the Commonwealth Public Sector. Commonwealth Parliament, Parliamentary Library, Research Publications, Background Notes series.Google Scholar

Sin, C. H. 2008. The Role of Intermediaries in Getting Evidence into Policy and Practice: Some Useful Lessons from Examining Consultancy–Client Relationships. Evidence & Policy: A Journal of Research, Debate and Practice 4 (1; January): 85–103.Google Scholar

Smith, B. L. R. 1977. The Non-Governmental Policy Analysis Organization. Public Administration Review 37 (3; June): 253–258.Google Scholar

Smith, K. and Desouza, K.. 2015. How Data Privatization Will Change Planning Practice. Planetizen, 20 July: www.planetizen.com/node/79680/how-data-privatization-will-change-planning-practiceGoogle Scholar

South Australia. 2005. Use of External Consultants by Government Departments. 20 June: www.parliament.sa.gov.au/Committees/Standing/HA/EconomicandFinanceCommittee/CompletedInquiries/07ReportExternalConsultants/.Google Scholar

Souto-Otero, M. (ed.). 2015. Evaluating European Education Policy-Making. Basingstoke: Palgrave Macmillan.Google Scholar

Speers, K. 2007. The Invisible Private Service, Consultants and Public Policy in Canada. In Dobuzinskis, L., Howlett, M. and Laycock, D. (eds.), Policy Analysis in Canada: The State of the Art. Toronto: University of Toronto Press: 339–421.Google Scholar

Spoehr, J. 1999. Beyond the Contract State: Ideas for Social and Economic Renewal in South Australia. Adelaide: Wakefield Press.Google Scholar

SSCFPA (Senate Standing Committee on Finance and Public Administration). 2003. Estimates Hearings Transcripts, 6 November, pp. 78–81: www.aph.gov.au.Google Scholar

State Services Commission. 1999. Essential Ingredients: Improving the Quality of Policy Advice. Wellington: New Zealand State Services Commission.Google Scholar

Stewart, J. and Maley, M. 2013. The Public Sector. In Fenna, A, Robbins, J and Summers, J (eds.), Government and Politics in Australia. NSW: Pearson: 71–86.Google Scholar

Stirrat, R. L. 2000. Cultures of Consultancy. Critique of Anthropology 20 (1): 31–46.Google Scholar

Stone, D. 2008. Global Public Policy, Transnational Policy Communities and Their Networks. The Policy Studies Journal 36 (1): 19–38.Google Scholar

Stone, D. and Denham, A.. 2004. Think Tank Traditions: Policy Research and the Politics of Ideas. Manchester: Manchester University Press.Google Scholar

Stone, D., Denham, A. and Garnett, M.. 1998. Think Tanks across Nations: A Comparative Approach. Manchester: Manchester University Press.Google Scholar

Stritch, A. 2007. Business Associations and Policy Analysis in Canada. In Dobuzinskis, L., Howlett, M. and Laycock, D. (eds.), Policy Analysis in Canada: The State of the Art. Toronto: University of Toronto Press: 242–259.Google Scholar

Sturdy, A. 2011. Consultancy’s Consequences? A Critical Assessment of Management Consultancy’s Impact on Management. British Journal of Management 22 (3): 517–530.Google Scholar

Sturdy, A., Werr, A. and Buono, A. F.. 2009. Editorial: The Client in Management Consultancy Research: Mapping the Territory. Scandinavian Journal of Management 25 (3): 247–252.Google Scholar

Sturdy, A. 1997. The Consultancy Process: An Insecure Business? Journal of Management Studies 34 (3): 389–413.Google Scholar

Suleiman, E. N. 2003. Dismantling Democratic States. New Jersey: Princeton University Press.Google Scholar

Svanborg-Sjövall, K. 2014. Privatising the Swedish Welfare State. Economic Affairs 34 (2): 181–192.Google Scholar

Teelken, C. 2015. Hybridity, Coping Mechanisms, and Academic Performance Management: Comparing Three Countries. Public Administration 93 (3): 307–323.Google Scholar

Thaler, R. H. and Sunstein, C. R.. 2008. Nudge. New Haven: Yale University Press.Google Scholar

Thameslink Programme. 2017. The Government-Sponsored Thameslink Programme Is Transforming North–South Travel through London: www.networkrail.co.uk/our-railway-upgrade-plan/key-projects/thameslink-programme/Google Scholar

Thomson, P. 2015. Prime Minister Malcom Turnbull: Don’t Turn Australian Public Service into a Glorified Mail Box. Canberra Times, 23 September.Google Scholar

Thomson, S. and John, S.. 2007. Public Affairs in Practice: A Practical Guide to Lobbying. Kogan Page Publishers.Google Scholar

Tingle, L. 2015. Political Amnesia: How We Forgot to Govern, Quarterly Essay, No. 60. Melbourne: Black Inc.Google Scholar

Tisdall, P. 1982. Agents of Change: The Development and Practice of Management Consultancy. Portsmouth: Heinemann.Google Scholar

Toshkov, D., Schmidt, E and van den Berg, C. F.. 2018. Slanker maar topzwaar, meer vrouwen maar vergrijsd: Het veranderende gezicht van de Rijksoverheid 2002–2015 (Slimmer but Top Heavy, More Women but Greyed Out: The Changing Face of the Government, 2002–2015) Beleid en Maatschappij 45 (1): 23–43. DOI:10.5553/BenM/138900692018045001003Google Scholar

Toynbee, P. 2011. This Benefit Bonanza Is More Big Serco than Big Society. The Guardian, 5 April: www.theguardian.com/commentisfree/2011/apr/04/benefits-bonanza-big-serco-welfare.Google Scholar

Traynor, M. P., Begay, M. E. and Glantz, S. A.. 1993. New Tobacco Industry Strategy to Prevent Local Tobacco Control. JAMA: The Journal of the American Medical Association 270 (4; July 28): 479–486.Google Scholar

United Stations Government Accountability Office (GAO). 1991. Government Contractors: Are Service Contractors Performing Inherently Governmental Functions? Report to the Chairman, Federal Service, Post Office and Civil Service Subcommittee, Committee on Governmental Affairs, US Senate, November. http://archive.gao.gov/t2pbat7/145453.pdfGoogle Scholar

United Stations Government Accountability Office (GAO). 2011. Managing Service Contracts: Recent Efforts to Address Associated Risks Can Be Further Enhanced. Report to the Committee on Homeland Security and Governmental Affairs, US Senate, December.Google Scholar

United Stations Government Accountability Office (GAO). 2012. Civilian Service Contract Inventories: United Stations Government Accountability Office. Defense Contracting: Improved Policies and Tools Could Help Increase Competition on DOD’s National Security Exception Procurements. Report to Congressional Committees, January.Google Scholar

Upphandlingsutredningen (SOU). 2013. Goda affärer – en strategi för hållbar offentlig upphandling [Good Business – A Strategy for Sustainable Public Procurement]. Stockholm: Finansdepartementet.Google Scholar

USASpending.Gov. FAQs: www.usaspending.gov/references/Pages/FAQs.aspxGoogle Scholar

Verheijen, T. 1999. Civil Service Systems in Central and Eastern Europe. Cheltenham: Edward Elgar.Google Scholar