Performance gaming: a systematic review of the literature in public administration and other disciplines with directions for future research
International Journal of Public Sector Management
Article publication date: 4 May 2020
Issue publication date: 22 June 2020
Through comparative analysis with other social science disciplines, gaps are identified in the performance gaming literature of public administration as it compares to other social science disciplines in order to understand directions for future research in this space.
This study involves a systematic review of the performance gaming literature, focusing on important drivers of performance gaming. Using Google Scholar, Web of Science, and ProQuest Central, the systematic review covers years ranging from 1990 through 2019 and revealed empirical studies that were deemed relevant based on whether an article was (1) an empirical study and (2) performance gaming or cheating behavior was the outcome variable. Out of the 81 articles surmised from the search, 51 were regarded as relevant by meeting these criteria.
The main finding is that public administration has primarily focused on drivers that are embedded in the performance system. The other social sciences (psychology and economics, in particular) focus mainly on individual factors, mostly cognitive in nature. Public administration has also looked at organizational drivers, though this is a burgeoning area. Scholars in public administration may benefit from the other social sciences by determining how individual drivers work within the context of public organizations and how these shape organizational behavior.
Per my knowledge, the paper is the first to systematically compare the performance gaming literature of public administration to other social science disciplines. The paper provides a direction for this burgeoning area of research.
Benaine, S.L. (2020), "Performance gaming: a systematic review of the literature in public administration and other disciplines with directions for future research", International Journal of Public Sector Management, Vol. 33 No. 5, pp. 497-517. https://doi.org/10.1108/IJPSM-07-2019-0191
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