ABSTRACT
Many public sector organizations (PSOs) rely on outsourcing as a way of increasing their “value for money” in the provision of public services (Broadbent and Guthrie 2008). As a result, the topic of outsourcing has been addressed with some regularity in the public management literature for many years. Increasingly, attention is being directed toward the nature of the risk associated with an outsourced activity, and the resulting implications for (Considine 1999, 2001; Considine and Lewis 2003) PSO managers.
