Abstract
Gaming behaviors are challenges to governments’ performance measurement systems. This paper presents a theory of the ways in which participatory management and goal ambiguity shape gaming behaviors in performance management. Using survey data from China, this study empirically shows that in high-incentive performance measurement systems, township government cadres’ participation in goal-setting has a significant positive effect on their gaming behaviors; cadres’ perceived goal ambiguity has a significant negative effect on their gaming behaviors; and participatory management affects gaming behaviors through goal ambiguity. This study’s findings reveal that in the context of high pressure and intense competition, gaining more useful information from participation in goal-setting and developing a deeper understanding of the evaluative goals requested by superiors may allow township government cadres to identify loopholes in performance measurement systems and seize opportunities for gaming. These findings imply that a comprehensive management strategy should be used to limit gaming behaviors.
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