Abstract
Strategies to limit consultancy spending by public sector organizations have focused primarily on system-level changes, such as more financial transparency and budget caps. These interventions fail to consider the actions of public servants at the individual level and especially how cognitive biases shape their decisions to hire a consultant. This article builds on research in behavioural public administration to explore how biases could influence consultancy hiring and proposes a more holistic approach to fostering better consultancy hiring practices.
| Original language | English |
|---|---|
| Journal | Public Money and Management |
| DOIs | |
| Publication status | E-pub ahead of print - 21 May 2024 |
Bibliographical note
Publisher Copyright:© 2024 Informa UK Limited, trading as Taylor & Francis Group.
Funding
The authors would like to thank Martiene Branderhorst, Paul 't Hart, Jaring Hiemstra, and Public Money & Management's theme issue editors for their thoughtful comments on earlier drafts of this article. Tom Overmans acknowledges funding of the Dutch Research Council (NWO), under grant number VI. Veni.211R.001.
| Funders | Funder number |
|---|---|
| Dutch Research Council (NWO) | .211R.001 |
Keywords
- Cognitive biases
- consultancy
- hiring decisions
- procurement
- public management