The purpose of this research was contributing to better understand the drivers of public authorities in the Dutch infrastructure sector to change their contract strategy. In the awareness of the complex multi-layered phenomena of change in the public sector, this deductive research adopted the theory of Kuipers et al. (2014) and implemented it for a holistic multiple case study. For the concretization of the holistic multiple case study, a total of three cases over different time periods, from Rijkswaterstaat and the Water Authority Delfland have been reviewed. In this, the multi-method qualitative research strategy has been adopted, where both secondary and primary data have been gathered with respect to these three cases. At length, both types of data have been analysed using the concept-driven analysis procedure, modelled accordingly to the five-factor framework of Kuipers et al. (2014). Substantively, the conclusion of this research is two-folded; that public authorities are driven by extrinsic as well as intrinsic drivers. Firstly, in two of the three cases, the effects of the (external) contextual factors could be seen as direct triggers in the process of change. The significance of extrinsic drivers was already traditionally known and corresponds primarily with the institutionalist perspective. Essentially; the predominate presumption that changes are ‘made to’ organizations. Be it that this research found that the conjunction of these triggering factors was less intricated than priorly expected, only one or two macro external factors per case. Secondly, in the remaining case - the intrinsic motivation of the organisation could be seen as the principal driver of the change. This finding is in accordance with the change management perspective. A perspective with its roots in private sector research, that only recently emerged as a theory for public sector research. Principally, this rational-adaptive theory places significant attention on the intentional actions of agents. Herein, the main attention is focused on the roles, activities and behaviours of individuals, rather than an orientation that highlights the personality, character or traits of the leader (Burke, 2017). In view of this, however - this research found that for one case - the intrinsic drive from an organisation was predominately based on the personal believe system of an individual leader. Therefore, for future research, the objectivistic-based positivism philosophy that underlies both previously mentioned perspectives - should be complemented with more a subjectivistic-based research philosophies such as the social constructivism theory. In sum, future research that aims to identify driving factors for specific changes at public authorities, specifically for first and second order changes – should focus on both the macro level and micro level, in order to minimize the possibility of drawing unintentional preclusions. Therein, striking a balance between subjective and objective (primary) data.