The Economics of Interactivity

Abstract The increasing use of interactivity obliges museums to make decisions about the most appropriate interpretive strategies for exhibitions and experiences. Interpretive strategies have immediately apparent costs for an institution, as well as other less obvious implications. Interactive exhibits generally cost significantly more to develop, design, fabricate, and operate. There also are other, non‐quantifiable costs. For instance, environments might be very appealing to some visitors but less appealing to others. Some activities may inhibit social interaction among visitors. There is a danger that broken interpretive exhibits may convey a perception of low confidence in the museum, or that obsolete technologies may suggest inadequacy (especially in a science presentation). Finally, interactive exhibits that don't function optimally may create internal and public uncertainty about the core mission of the museum.