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Policy Consultancy in Comparative Perspective Published online by Cambridge University Press: 09 December 2019
In many Western countries, the public sector has been one of the fastest growing sectors in the consulting markets (Glassman and Winograd 2005; Saint-Martin 2012). Apart from consulting services related to ICT, public organizations hire consulting services to the extent that the public sector now forms the third-largest client sector for management consulting services in Europe (FEACO 2010, 2016). Extant research has tended to explain organizations’ hiring of consultants with either rational arguments related to organizations’ need for expertise and resources (Armbrüster 2006; Canbäck 1998, 1999), or the individual managers’ need for reducing uncertainty and gaining legitimacy (Alvesson and Johansson 2002; Berglund and Werr 2002; Clark and Salaman 1996; Fincham 2012).
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