Performance dashboards are often treated as neutral devices for summarizing organizational information, yet their visibility, comparability, update frequency, and links to evaluation may also shape what employees notice, discuss, and prioritize. This Original Propositional Model Article develops a non-empirical account of dashboards as behavioral environments rather than passive reporting interfaces. It integrates scholarship on electronic performance monitoring, algorithmic control, transparency, performance visualization, social comparison, relative performance information, attention, gaming, and enabling control. The principal contribution is the proposed Dashboard-Driven Behavior Model, which links dashboard configuration to interpretive comparison processes, proposed metric anxiety, proposed metric salience concentration, self-presentational adaptation, and performance narrowing; the model treats narrowing as conditional rather than inevitable because metric quality, breadth, feedback design, developmental framing, trust, and enabling forms of control may attenuate, redirect, or reverse the proposed pathways. The article distinguishes visible performance from underlying performance, individual reactions from team- or organizational-level consequences, and conceptual plausibility from empirical validation, implying that dashboard design should be evaluated not only by informational efficiency but also by the attentional and social environment it creates; testing the model requires longitudinal, experimental, multilevel, and construct-validation research capable of comparing the proposed mechanisms with rival explanations such as goal clarity, learning, incentives, leadership, and task structure.
