The purpose of this paper is to argue that the fundamental difference between private and public procurement, that of politicians, has been largely overlooked in public procurement strategy and management research. It then aims to argue that existing public procurement research could be improved if greater attention were given to in research design to validity and the interface with politicians.
The research is based on a critical literature review of public procurement strategy and management literature, examining the methodologies used and roles of politicians.
The findings suggest there is an in‐built bias through over reliance on procurement managers as the key respondents, tendency to focus on private sector procurement research attributes and questions, and a tendency to focus on operational as opposed to strategic public procurement decision making.
The research suggests a need for greater understanding of politicians' engagement in public procurement strategy and management and the need for greater triangulation in public procurement research.
The paper highlights how public procurement strategy and management research can be improved to increase its validity. It explores the neglected area of the role of politicians in public procurement.
