Abstract
What does it take to win a public contract in development consulting? I address this question based on interviews with 27 public buyers and private vendors of consulting services in Sweden, as well as an in-depth archival analysis of the consultancy procurements undertaken by the Swedish public aid agency, Sida, during 2018–2020. Results point to three dimensions of competitiveness in consulting: social, organizational and individual. These unravel a number of contradictions in contracting practices and discourses, tied to Sida’s evolving negotiation of new public management paradigms. Specifically, they illustrate how success in tendering depends not (only) on adhering to free-market ideals of cost-efficiency or public sector tenets of transparency and fairness. Importantly, it relies on relational labour and investments in the largely informal social fabric of contracting.
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