Element contents
Managing Public Sector Contracts
Market Frictions and Human Resources Solutions
Published online by Cambridge University Press: 20 January 2026
Summary
This Element presents a framework for analyzing the complexities of contracting, how these vary across circumstances, the ways contract managers can address challenges, and the skills of contract managers. The framework is grounded on central concepts. Market frictions are underlying imperfections that cause common contracting problems; contract management activities are the tasks and procedures that contract managers perform to prepare and execute the purchase; and skills are the ability to perform contract management activities that identify and mitigate frictions. These concepts are interdependent – market frictions can influence the efficacy of contract management activities, activities may reduce or increase the presence of frictions, and skills may influence both the choice and effectiveness of activities in addressing contracting challenges. Omitting any of these components is likely to result in misleading accounts of the root causes and potential solutions to contracting challenges.
Information
- Type
- Element
- Information
- Online ISBN: 9781009180771Publisher: Cambridge University PressPrint publication: 28 February 2026
References
Akerlof, G. A. (1970). The market for “lemons”: Quality uncertainty and the market mechanism. The Quarterly Journal of Economics, 84(3), 488–500.10.2307/1879431CrossRefGoogle Scholar
Akerlof, G. A. 1974. The Market for ‘Lemons’: Quality Uncertainty and the Market Mechanism. Quarterly Journal of Economics. 84 (3), 488–500.10.2307/1879431CrossRefGoogle Scholar
Alchian, A. A., & Demsetz, H. (1973). The property right paradigm. The Journal of Economic History, 33(1), 16–27.10.1017/S0022050700076403CrossRefGoogle Scholar
Amirkhanyan, A. A. (2011). What is the effect of performance measurement on perceived accountability effectiveness in state and local government contracts? Public Performance and Management Review, 35, 303–339.10.2753/PMR1530-9576350204CrossRefGoogle Scholar
Amirkhanyan, A. A., Cheon, O., Davis, J. A., Meier, K. J., & Wang, F. (2019). Citizen participation and its impact on performance in US nursing homes. The American Review of Public Administration, 49(7), 840–854.10.1177/0275074019854172CrossRefGoogle Scholar
Amirkhanyan, A. A., Kim, H. J., & Lambright, K. T. (2007). Putting the pieces together: A comprehensive framework for understanding the decision to contract out and contractor performance. International Journal of Public Administration, 30(6–7), 699–725.10.1080/01900690601125286CrossRefGoogle Scholar
Amirkhanyan, A. A., Kim, H. J., & Lambright, K. T. (2010). Do relationships matter? Assessing the association between relationship design and contractor performance. Public Performance and Management Review, 34(2), 189–220.10.2753/PMR1530-9576340203CrossRefGoogle Scholar
Amirkhanyan, A. A., Kim, H. J., & Lambright, K. T. (2012). Closer than “arms length”: Understanding the factors associated with collaborative contracting. The American Review of Public Administration, 42(3), 341–66.10.1177/0275074011402319CrossRefGoogle Scholar
Andersen, L. B., Jørgensen, T. B., Kjeldsen, A. M., Pedersen, L. H., & Vrangbæk, K. (2012). Public value dimensions: Developing and testing a multi-dimensional classification. International Journal of Public Administration, 35(11), 715–728.10.1080/01900692.2012.670843CrossRefGoogle Scholar
Andersson, F. & Jordahl, H. (2011). Outsourcing public services: Ownership, competition, quality and contracting. Working Paper No. 874, Research Institute of Industrial Economics (IFN).10.2139/ssrn.1868279CrossRefGoogle Scholar
Anguelov, L. G. (2020). Monitoring arrangements for outsourced public services: The importance of service characteristics for the distribution of oversight responsibilities. International Public Management Journal, 23(2), 252–275.10.1080/10967494.2019.1692114CrossRefGoogle Scholar
Arrow, K. J., & Hahn, F. H. (1971). General Competitive Analysis. San Francisco: Holden-Day.Google Scholar
Axelrod, R., & Hamilton, W. D. (1981). The evolution of cooperation. Science, 211(4489), 1390–1396.10.1126/science.7466396CrossRefGoogle ScholarPubMed
Baker, G., Gibbons, R., & Murphy, K. J. (2002). Relational contracts and the theory of the firm. The Quarterly Journal of Economics, 117(1), 39–84.10.1162/003355302753399445CrossRefGoogle Scholar
Bals, L., Schulze, H., Kelly, S., & Stek, K. (2019). Purchasing and supply management (PSM) competencies: Current and future requirements. Journal of Purchasing and Supply Management, 25(5), 100572.10.1016/j.pursup.2019.100572CrossRefGoogle Scholar
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.10.1177/014920639101700108CrossRefGoogle Scholar
Bel, G., & Fageda, X. (2009). Factors explaining local privatization: A meta-regression analysis. Public Choice, 139, 105–119.10.1007/s11127-008-9381-zCrossRefGoogle Scholar
Bel, G., Fageda, X., & Warner, M. E. (2010). Is private production of public services cheaper than public production? A meta‐regression analysis of solid waste and water services. Journal of Policy Analysis and Management, 29(3), 553–577.10.1002/pam.20509CrossRefGoogle Scholar
Bennmarker, H., Grönqvist, E. and Öckert, B. (2013). Effects of contracting out employment services: Evidence from a randomized experiment. Journal of Public Economics, vol. 98: 68–84.10.1016/j.jpubeco.2012.12.002CrossRefGoogle Scholar
Bozeman, B. (2002). Public‐value failure: When efficient markets may not do. Public Administration Review, 62(2), 145–161.10.1111/0033-3352.00165CrossRefGoogle Scholar
Brogaard, L., Petersen, O. H., & Madsen, M. S. (2025). Skills and knowledge for public contract management: A taxonomy and integrative framework. Perspectives on Public Management and Governance, 8, 172–186.10.1093/ppmgov/gvaf012CrossRefGoogle Scholar
Brown, T., Kim, Y. W., & Roberts, A. (2015). Product characteristics, market conditions and contract type: US department of defense use of fixed-price and cost reimbursement contracts. Acquisition Research Program. https://dair.nps.edu/handle/123456789/2641.Google Scholar
Brown, T. L., & Potoski, Matthew (2003). Transaction costs and institutional explanations for government service production decisions. Journal of Public Administration Research and Theory 13 (4), 441–468.10.1093/jopart/mug030CrossRefGoogle Scholar
Brown, T., & Potoski, M. (2006). Contracting for management: Assessing management capacity under alternative service delivery arrangements. Journal on Public Analysis and Management, 25, 323–346.Google Scholar
Brown, T. L., Potoski, M., & Slyke, D. V. (2016). Managing complex contracts: A theoretical approach. Journal of Public Administration Research and Theory, 26(2), 294–308.10.1093/jopart/muv004CrossRefGoogle Scholar
Brown, T. L., Matthew, P., & David, M. V. S. (2018). Complex contracting: Management challenges and solutions. Public Administration Review 78 (5), 739–747.10.1111/puar.12959CrossRefGoogle Scholar
Brunjes, B. M. (2022). Your competitive side is calling: An analysis of Florida contract performance. Public Administration Review, 82(1), 83–101.10.1111/puar.13430CrossRefGoogle Scholar
Brunjes, B. M., & Rodriguez‐Plesa, E. (2024). Equity in government contracting: Analyzing the performance of small disadvantaged businesses. Public Administration Review, 84(3), 484–499.10.1111/puar.13704CrossRefGoogle Scholar
Bryson, J. M., Crosby, B. C., & Bloomberg, L. (2014). Public value governance: Moving beyond traditional public administration and the new public management. Public Administration Review, 74(4), 445–456.10.1111/puar.12238CrossRefGoogle Scholar
Carnochan, S., McBeath, B., Chuang, E., & Austin, M. J., (2019). Perspectives of public and nonprofit managers on communications in human services contracting. Public Performance and Management Review, 42, 657–684.10.1080/15309576.2018.1495085CrossRefGoogle Scholar
Casady, C. B., Petersen, O. H., & Brogaard, L. (2023). Public procurement failure: The role of transaction costs and government capacity in procurement cancellations. Public Management Review, 1–28.10.1080/14719037.2023.2231945CrossRefGoogle Scholar
Cheetham, G., & Chivers, G. (1996). Towards a holistic model of professional competence. Journal of European Industrial Training, 20(5), 20–30.10.1108/03090599610119692CrossRefGoogle Scholar
Chen, Y.-C., & Perry, J. (2003). Outsourcing for e-government: Managing for success. Public Performance and Management Review, 26, 404–421.10.1177/1530957603026004007CrossRefGoogle Scholar
Cooper, P. J. (2002). Governing by Contract: Challenges and Opportunities for Public Managers. New York: Sage.Google Scholar
Danish National Audit (2020). Rigsrevisionens beretning afgivet til Folketinget med Statsrevisorernes bemærkninger Ændringer i sygehusbyggerierne – 11/2019. www.rigsrevisionen.dk/Media/637830381019749820/SR1119.pdf.Google Scholar
Darnall, N., Ji, H., & Potoski, M. (2017). Institutional design of ecolabels: Sponsorship signals rule strength. Regulation & Governance, 11(4), 438–450.10.1111/rego.12166CrossRefGoogle Scholar
Datta-Chaudhuri, M. (1990). Market failure and government failure. Journal of Economic Perspectives, 4(3), 25–39.10.1257/jep.4.3.25CrossRefGoogle Scholar
David, R. J., & Han, S. K. (2004). A systematic assessment of the empirical support for transaction cost economics. Strategic Management Journal, 25(1), 39–58.10.1002/smj.359CrossRefGoogle Scholar
De Schepper, S., Elvira, H. & Michaël, D. (2015). Understanding pre-contractual transaction costs for Public–Private Partnership infrastructure projects. International Journal of Project Management 33 (4), 932–946.10.1016/j.ijproman.2014.10.015CrossRefGoogle Scholar
Deist, F. D. L., & Winterton, J. (2005). What is competence? Human Resource Development International, 8(1), 27–46.10.1080/1367886042000338227CrossRefGoogle Scholar
Derwik, P., & Hellström, D. (2017). Competence in supply chain management: A systematic review. Supply Chain Management: An International Journal, 22(2), 200–218.10.1108/SCM-09-2016-0324CrossRefGoogle Scholar
Dimand, A. M., Abutabenjeh, S., Rodriguez-Plesa, E., Alkadry, M. G., & Bruns Ali, S. (2023a). Human capital drivers of employee intent to innovate: The case of public procurement professionals. Review of Public Personnel Administration, 43(4), 727–753.10.1177/0734371X221123294CrossRefGoogle Scholar
Dimand, A. M., & Neshkova, M. I. (2024). Buying green in US local government: Internal commitment and responsiveness to external pressures. Public Administration, 102(2), 644–667.10.1111/padm.12944CrossRefGoogle Scholar
Dimand, A. M., Patrucco, A. S., Rodriguez‐Plesa, E., & Hiriscau, A. M. (2023b). Social equity in federal contracting during emergencies: A portfolio management perspective. Public Administration Review, 83(5), 1319–1338.10.1111/puar.13614CrossRefGoogle Scholar
Domberger, S., & Jensen, P. (1997). Contracting out by the public sector: Theory, evidence, prospects. Oxford Review of Economic Policy, 13(4), 67–78.10.1093/oxrep/13.4.67CrossRefGoogle Scholar
Domingos, F. D., Heinrich, C. J., Saussier, S., & Shiva, M. (2025). The interplay of discretion and complexity in public contracting and renegotiations. Journal of Public Administration Research and Theory, 35(2), 148–163.10.1093/jopart/muaf004CrossRefGoogle Scholar
Dyer, J. H., & Chu, W. (2003). The role of trustworthiness in reducing transaction costs and improving performance: Empirical evidence from the United States, Japan, and Korea. Organization Science, 14(1), 57–68.10.1287/orsc.14.1.57.12806CrossRefGoogle Scholar
Egede Hansen, G., Bel, G., & Helby Petersen, O. (2023). The unequal distribution of consequences of contracting out: Female, low-skilled, and young workers pay the highest price. Journal of Public Administration Research and Theory, 33(3), 434–452.10.1093/jopart/muac041CrossRefGoogle Scholar
Elkomy, S., Cookson, G., & Jones, S. (2019). Cheap and dirty: The effect of contracting out cleaning on efficiency and effectiveness. Public Administration Review, 79(2), 193–202.10.1111/puar.13031CrossRefGoogle Scholar
Fama, E. F., & Jensen, M. C. (1983). Separation of ownership and control. The Journal of Law and Economics, 26(2), 301–325.10.1086/467037CrossRefGoogle Scholar
Fernandez, S. (2007). What works best when contracting for services? An analysis of contracting performance at the local level in the US. Public Administration, 85, 1119–1141.10.1111/j.1467-9299.2007.00688.xCrossRefGoogle Scholar
Frydlinger, D., Hart, O., & Vitasek, K. (2019). A new approach to contracts. Harvard Business Review, 97(5), 116–125.Google Scholar
Frydlinger, D., Vitasek, K., Bergman, J., & Cummins, T. (2021). Contracting in the New Economy: Using Relational Contracts to Boost Trust and Collaboration in Strategic Business Relationships. London: Palgrave Macmillan.10.1007/978-3-030-65099-5CrossRefGoogle Scholar
Getha-Taylor, H. (2008). Identifying collaborative competencies. Review of Public Personnel Administration, 28(2), 103–119.10.1177/0734371X08315434CrossRefGoogle Scholar
Girth, A. M., Hefetz, A., Johnston, J. M., & Warner, M. E. (2012). Outsourcing public service delivery: Management responses in noncompetitive markets. Public Administration Review, 72(6), 887–900.10.1111/j.1540-6210.2012.02596.xCrossRefGoogle Scholar
Giunipero, L. C., & Pearcy, D. H. (2000). World‐class purchasing skills: An empirical investigation. Journal of Supply Chain Management, 36(3), 4–13.10.1111/j.1745-493X.2000.tb00081.xCrossRefGoogle Scholar
Goldsmith, S. (1997). The Twenty-First Century City: Resurrecting Urban America. Washington, DC: Regnery.Google Scholar
Gubbins, C., & Dooley, L. (2021). Delineating the tacit knowledge‐seeking phase of knowledge sharing: The influence of relational social capital components. Human Resource Development Quarterly, 32(3), 319–348.10.1002/hrdq.21423CrossRefGoogle Scholar
Gutiérrez‐Meave, R., Zhang, S., Carr, J. B., & Siciliano, M. D. (2025). Integrating formal and relational contracting: The link between network structure and contract design in interlocal collaboration agreements. Public Administration (early view).10.1111/padm.13050CrossRefGoogle Scholar
Hart, O. (2009). Hold-up, asset ownership, and reference points. The Quarterly Journal of Economics, 124(1), 267–300.10.1162/qjec.2009.124.1.267CrossRefGoogle Scholar
Hart, O., & Moore, J. (1988). Incomplete contracts and renegotiation. Econometrica, 755–785.10.2307/1912698CrossRefGoogle Scholar
Hart, O., & Moore, J. (2007). Incomplete contracts and ownership: Some new thoughts. American Economic Review, 97(2), 182–186.10.1257/aer.97.2.182CrossRefGoogle Scholar
Hart, O., & Moore, J. (2008). Contracts as reference points. The Quarterly Journal of Economics, 123(1), 1–48.10.1162/qjec.2008.123.1.1CrossRefGoogle Scholar
Hart, O., Shleifer, A., & Vishny, R. W. (1997). The proper scope of government: Theory and an application to prisons. The Quarterly Journal of Economics, 112(4), 1127–1161.10.1162/003355300555448CrossRefGoogle Scholar
Hartmann, A., Roehrich, J., Frederiksen, L., & Davies, A. (2014). Procuring complex performance: The transition process in public infrastructure. International Journal of Operations and Production Management, 34, 174–194.10.1108/IJOPM-01-2011-0032CrossRefGoogle Scholar
Holmström, B. (1979). Moral hazard and observability. The Bell Journal of Economics, 4, 74–91.10.2307/3003320CrossRefGoogle Scholar
Jensen, P. H., & Stonecash, R. E. (2005). Incentives and the efficiency of public sector‐outsourcing contracts. Journal of Economic Surveys, 19(5), 767–787.10.1111/j.0950-0804.2005.00267.xCrossRefGoogle Scholar
Joaquin, E. M., & Greitens, T. J. (2012). Contract management capacity breakdown? An analysis of US local governments. Public Administration Review, 72(6), 807–816.10.1111/j.1540-6210.2012.02587.xCrossRefGoogle Scholar
Johnston, J. M., & Girth, A. M. (2012). Government contracts and “managing the market”: Exploring the costs of strategic management responses to weak vendor competition. Administration and Society, 44, 3–29.10.1177/0095399711417396CrossRefGoogle Scholar
Jørgensen, T. B., & Bozeman, B. (2002). Public values lost? Comparing cases on contracting out from Denmark and the United States. Public Management Review, 4(1), 63–81.10.1080/14616670110101681CrossRefGoogle Scholar
Karttunen, E., (2018). Purchasing and supply management skills revisited: An extensive literature review. Benchmarking, 25, 3906–3934.10.1108/BIJ-03-2017-0047CrossRefGoogle Scholar
Kelman, S. (1990). Procurement and Public Management: The Fear of Discretion and the Quality of Government Performance. Washington, DC: AEI Press.Google Scholar
Kettl, D. F. (2010). Governance, contract management and public management. In The New Public Governance? (pp. 255–270). New York: Routledge.Google Scholar
Kim, Y. W., & Brown, T. L. (2012). The importance of contract design. Public Administration Review, 72(5), 687–696.10.1111/j.1540-6210.2012.02537.xCrossRefGoogle Scholar
Kroll, A., & Moynihan, D. P. (2015). Does training matter? Evidence from performance management reforms. Public Administration Review, 75(3), 411–420.10.1111/puar.12331CrossRefGoogle Scholar
Lamothe, M., & Lamothe, S. (2012). What determines the formal versus relational nature of local government contracting? Urban Affairs Review, 48, 322–353.10.1177/1078087411432418CrossRefGoogle Scholar
Langemark, D. H., & Midtiby, J. S. (2024, November 26). Milliardforsinkelser og utætte tage: Her er syv danske sygehusbyggerier, der var knap så “super.” Danish Broadcasting Corporation. www.dr.dk/nyheder/indland/milliardforsinkelser-og-utaette-tage-her-er-syv-danske-sygehusbyggerier-der-var-knap.Google Scholar
Levin, J., & Tadelis, S. (2010). Contracting for government services: Theory and evidence from US cities. The Journal of Industrial Economics, 58(3), 507–541.10.1111/j.1467-6451.2010.00430.xCrossRefGoogle Scholar
Li, J., Liu, B., Wang, D., & Casady, C. B. (2024). The effects of contractual and relational governance on public‐private partnership sustainability. Public Administration, 102(4), 1418–1449.10.1111/padm.12982CrossRefGoogle Scholar
Lo, D., Zanarone, G., & Ghosh, M. (2022). Contracting to (dis) incentivize? An integrative transaction‐cost approach on how contracts govern specific investments. Strategic Management Journal, 43(8), 1528–1555.10.1002/smj.3376CrossRefGoogle Scholar
Mahoney, J. T., & Qian, L. (2013). Market frictions as building blocks of an organizational economics approach to strategic management. Strategic Management Journal, 34(9), 1019–1041.10.1002/smj.2056CrossRefGoogle Scholar
Malacina, I., Karttunen, E., Jääskeläinen, A. et al. (2022). Capturing the value creation in public procurement: A practice-based view. Journal of Purchasing and Supply Management, 28(2), 100745.10.1016/j.pursup.2021.100745CrossRefGoogle Scholar
Marvel, Mary K., and Marvel, Howard P.. “Outsourcing oversight: A comparison of monitoring for in‐house and contracted services.” Public Administration Review 67, no. 3 (2007): 521–530.10.1111/j.1540-6210.2007.00734.xCrossRefGoogle Scholar
McClelland, D. C. (1973). Testing for competence rather than for “intelligence.” American Psychologist, 28(1), 1.10.1037/h0034092CrossRefGoogle ScholarPubMed
McCue, C. P., Prier, E., & Steinfeld, J. M. (2018). Establishing the foundational elements of a public procurement body of knowledge. Journal of Strategic Contracting and Negotiation, 4, 233–251.10.1177/2055563620947401CrossRefGoogle Scholar
McKevitt, D., Davis, P., Woldring, R. et al. (2012). An exploration of management competencies in public sector procurement. Journal of Public Procurement, 12, 333–355.10.1108/JOPP-12-03-2012-B002CrossRefGoogle Scholar
Michelsen, O., & de Boer, L. (2009). Green procurement in Norway; a survey of practices at the municipal and county level. Journal of Environmental Management, 91, 160–167.10.1016/j.jenvman.2009.08.001CrossRefGoogle ScholarPubMed
Moore, M. H. (1994). Public value as the focus of strategy. Australian Journal of Public Administration, 53(3), 296–303.10.1111/j.1467-8500.1994.tb01467.xCrossRefGoogle Scholar
Olesen, H. K., & Junker, S. (2024, February 21). Kritik af gigant-udlicitering i Forsvaret: Anede ikke, hvordan ISS brugte pengene. https://fagbladet3f.dk/anede-ikke-hvordan-iss-brugte-pengene/.Google Scholar
Petersen, O. H., Baekkeskov, E., Potoski, M., & Brown, T. L. (2019). Measuring and managing ex ante transaction costs in public sector contracting. Public Administration Review, 79(5), 641–650.10.1111/puar.13048CrossRefGoogle Scholar
Petersen, O. H., Potoski, M., & Brown, T. L. (2022). Businesses’ transaction costs when contracting with governments: The impact of product complexity and public contract management experience. International Public Management Journal, 25(5), 741–766.10.1080/10967494.2021.1898500CrossRefGoogle Scholar
Piatak, J., & Jensen, C. (2024). Public values and sector service delivery preferences: Public preferences on contracting from simple to complex human services. Public Administration Review, 84 (5), 948–965.10.1111/puar.13794CrossRefGoogle Scholar
Poppo, L., & Zenger, T. (2002). Do formal contracts and relational governance function as substitutes or complements? Strategic Management Journal, 23(8), 707–725.10.1002/smj.249CrossRefGoogle Scholar
Potoski, M., Petersen, O. H., & Brown, T. L. (2023). Same product, different price: Experimental evidence on the transaction cost expenditures of selling to governments and firms. Public Administration Review, 83(3), 623–638.10.1111/puar.13551CrossRefGoogle Scholar
Prahalad, C. K. & Gary, H. (2009). The core competence of the corporation. In Knowledge and strategy, pp. 41–59. Routledge.Google Scholar
Romzek, B. S., & Johnston, J. M. (2002). Effective contract implementation and management: A preliminary model. Journal of Public Administration Research and Theory, 12, 423–453.10.1093/oxfordjournals.jpart.a003541CrossRefGoogle Scholar
Schulze, H., Bals, L., & Johnsen, T. E. (2019). Individual competences for sustainable purchasing and supply management (SPSM) A literature and practice perspective. International Journal of Physical Distribution & Logistics Management, 49(3), 287–304.10.1108/IJPDLM-01-2018-0036CrossRefGoogle Scholar
Shaoul, J., Stafford, A., & Stapleton, P. (2006). Highway robbery? A financial analysis of design, build, finance and operate (DBFO) in UK roads. Transport Reviews, 26(3), 257–274.10.1080/01441640500415243CrossRefGoogle Scholar
Smith, V. L. (1962). An experimental study of competitive market behavior. Journal of Political Economy, 70(2), 111–137.10.1086/258609CrossRefGoogle Scholar
Snider, K. F., & Rendon, R. G. (2012). Public procurement: Public administration and public service perspectives. Journal of Public Affairs Education, 18(2), 327–348.10.1080/15236803.2012.12001687CrossRefGoogle Scholar
Sreedharan, V. R., & Sunder, M. V. (2018). Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma: A literature review and key findings. Benchmarking: An International Journal, 25(9), 3479–3504.10.1108/BIJ-08-2017-0223CrossRefGoogle Scholar
Stek, K., & Schiele, H. (2021). How to train supply managers – necessary and sufficient purchasing skills leading to success. Journal of Purchasing and Supply Management, 27(4), 100700.10.1016/j.pursup.2021.100700CrossRefGoogle Scholar
Stiglitz, J. E. (2010). Government failure vs. market failure: Principles of regulation. In Balleisen, E. J. & Moss, D. A. (eds.), Government and Markets: Toward a New Theory of Regulation (pp. 13–51). New York: Cambridge University Press.Google Scholar
Stiglitz, J. E., & Rosengard, J. K. (2015). Economics of the Public Sector: Fourth International Student Edition. New York: WW Norton.Google Scholar
Tadelis, S. (1999). What’s in a Name? Reputation as a Tradeable Asset. American Economic Review, 89(3), 548–563.10.1257/aer.89.3.548CrossRefGoogle Scholar
Tadelis, S. (2012). Public procurement design: Lessons from the private sector. International Journal of Industrial Organization, 30(3), 297–302.10.1016/j.ijindorg.2012.02.002CrossRefGoogle Scholar
Tassabehji, R., & Moorhouse, A. (2008). The changing role of procurement: Developing professional effectiveness. Journal of Purchasing and Supply Management, 14(1), 55–68.10.1016/j.pursup.2008.01.005CrossRefGoogle Scholar
Tirole, J. (1999). Incomplete contracts: Where do we stand? Econometrica, 67(4), 741–781.10.1111/1468-0262.00052CrossRefGoogle Scholar
Turco, A. L., & Maggioni, D. (2022). The knowledge and skill content of production complexity. Research Policy, 51(8), 104059.10.1016/j.respol.2020.104059CrossRefGoogle Scholar
Valerdi, R. (2019). Cost estimation toolset. In Evolving Toolbox for Complex Project Management (pp. 61–75). Florida: Auerbach.10.1201/9780429197079-4CrossRefGoogle Scholar
Slyke, Van, D. M. (2007). Agents or stewards: Using theory to understand the government-nonprofit social service contracting relationship. Journal of Public Administration Research and Theory, 17(2), 157–187.10.1093/jopart/mul012CrossRefGoogle Scholar
Warren, P. L. (2014). Contracting officer workload, incomplete contracting, and contractual terms. The RAND Journal of Economics, 45(2), 395–421.10.1111/1756-2171.12056CrossRefGoogle Scholar
Weele, A. J. V. (2018). Purchasing and Supply Chain Management. Andover: Cengage Learning.Google Scholar
Williams, E. W., & Coase, R. H. (1964). The regulated industries-discussion. American Economic Review, 54(3), 192–197.Google Scholar
Williamson, O. E. (1979). Transaction-cost economics: The governance of contractual relations. The Journal of Law and Economics, 22(2), 233–61.10.1086/466942CrossRefGoogle Scholar
Williamson, O. E. (1981). The economics of organization: The transaction cost approach. American Journal of Sociology, 87(3), 548–577.10.1086/227496CrossRefGoogle Scholar
Williamson, O. E. (1985). The Economic Institutions of Capitalism. New York: Free Press.Google Scholar
Williamson, O. E. (1996). The Mechanisms of Governance. Oxford: Oxford University Press.10.1093/oso/9780195078244.001.0001CrossRefGoogle Scholar
Wright, P. M., Dunford, B. B., & Snell, S. A. (2001). Human resources and the resource based view of the firm. Journal of Management, 27(6), 701–721.10.1177/014920630102700607CrossRefGoogle Scholar
Accessibility standard: WCAG 2.1 AA
Why this information is here
This section outlines the accessibility features of this content - including support for screen readers, full keyboard navigation and high-contrast display options. This may not be relevant for you.Accessibility Information
The PDF of this Element
complies with version 2.1 of the
Web Content Accessibility Guidelines
(WCAG), covering newer accessibility requirements and improved
user experiences and achieves the intermediate
(AA)
level of WCAG compliance, covering a wider range of accessibility requirements.
Content Navigation
Table of contents navigation
Allows you to navigate directly to chapters, sections, or non‐text items through a linked table of contents, reducing the need for extensive scrolling.
Allows you to navigate directly to chapters, sections, or non‐text items through a linked table of contents, reducing the need for extensive scrolling.
Reading Order & Textual Equivalents
Single logical reading order
You will encounter all content (including footnotes, captions, etc.) in a clear, sequential flow, making it easier to follow with assistive tools like screen readers.
You will encounter all content (including footnotes, captions, etc.) in a clear, sequential flow, making it easier to follow with assistive tools like screen readers.
Short alternative textual descriptions
You get concise descriptions (for images, charts, or media clips), ensuring you do not miss crucial information when visual or audio elements are not accessible.
You get concise descriptions (for images, charts, or media clips), ensuring you do not miss crucial information when visual or audio elements are not accessible.
Visual Accessibility
Use of colour is not sole means of conveying information
You will still understand key ideas or prompts without relying solely on colour, which is especially helpful if you have colour vision deficiencies.
You will still understand key ideas or prompts without relying solely on colour, which is especially helpful if you have colour vision deficiencies.
Structural and Technical Features
ARIA roles provided
You gain clarity from ARIA (Accessible Rich Internet Applications) roles and attributes, as they help assistive technologies interpret how each part of the content functions.
You gain clarity from ARIA (Accessible Rich Internet Applications) roles and attributes, as they help assistive technologies interpret how each part of the content functions.