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This study investigates the reactions of public sector organisations to the accountability pressures of online dashboards and the impact of this reactivity on reporting systems. This study explores the concept of “reactivity,” which explains changes in organisational behaviours in reaction to being evaluated, observed or measured.

This study adopts a case study methodology to investigate organisations’ reactivity to an online dashboard within the Italian system of state museums. Data were gathered through a real-time dashboard initiated in 2019, complemented by interviews, participant observations and secondary sources collected over a period of three years.

The results indicate that online dashboards provoke a divergent but coexistent response: competitive reactivity when museums modify their behaviours to improve performance disclosed in the online dashboard, and polyphonic reactivity when museums question the algorithm’s validity and accuracy on the basis of the online dashboard. This finding reveals the emergence of layered accountability, with organisations balancing public expectations and hierarchical standards through manipulation and boycott, thereby giving rise to a decoupled system of measures.

This research contributes to the literature on public sector accountability by highlighting the dual nature of reactivity, both conforming to and resisting the imposed metrics. This study enhances our understanding of the interplay between digital accountability mechanisms and organisational responses, offering insights into the complexities of adapting to real-time, data-driven environments in the public sector.