Overviews of empirical studies that prioritize factors for the selection of various AM technologies
| Source | Method and derivation of factors | Context | Least important factors | Most important factors |
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| Schniederjans (2017) | Survey, statistical analysis; diffusion of innovation theory (DOI), theory of technology adoption and usage | 270 top-management representatives from US manufacturing firms |
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| Schniederjans and Yalcin (2018) | Structured interviews, nonparametric statistical analysis 16 factors from the five most mainstream innovation adoption theories | 63 top managers from US manufacturing firms |
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| Yeh and Chen (2018) | Group decision analytic hierarchy process; nonsystematic AM literature review fitted into technology-organizational-environment-cost framework | 18 upper management level experts, Taiwanese manufacturing industry |
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| Hasan et al. (2019) | Delphi study; factors for mass adoption of AM in conventional manufacturing processes according to participants | Eight participants from the USA and UK, both from academia and industry |
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| Marak et al. (2019) | Survey, statistical analysis, DOI theory | 92 Indian firms |
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| Niaki et al. (2019a, b) | BWM analysis, factors collected in qualitative survey | 88 companies across 22 countries (survey), 12 AM experts (BWM) |
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| Source | Method and derivation of factors | Context | Least important factors | Most important factors |
|---|---|---|---|---|
| Survey, statistical analysis; diffusion of innovation theory (DOI), theory of technology adoption and usage | 270 top-management representatives from US manufacturing firms | Trialability Observability Social influence | Relative advantage Compatibility Facilitating conditions Performance expectancy | |
| Structured interviews, nonparametric statistical analysis | 63 top managers from US manufacturing firms | Complexity, effort expectancy Perceived behavioral control Perceived ease of use Facilitating conditions Trialability Mimetic pressures, observability | Performance expectancy Relative advantage Perceived usefulness Compatibility Social influence Coercive pressures | |
| Group decision analytic hierarchy process; nonsystematic AM literature review fitted into technology-organizational-environment-cost framework | 18 upper management level experts, Taiwanese manufacturing industry | Government policy Top management support Organizational readiness Technology infrastructure | Cost (material, machine, labor) Technology (relative advantage) Environment (partners) | |
| Delphi study; factors for mass adoption of AM in conventional manufacturing processes according to participants | Eight participants from the USA and UK, both from academia and industry | Process automation Market demand Public acceptance Manufacturing speed | AM-adapted technical support and services Cost of products, production and post processing Machine tolerances, process stability, part-to-part variability Availability of quality assurance protocols Availability of materials, material property data and print parameters Increasing acceptance by large companies | |
| Survey, statistical analysis, DOI theory | 92 Indian firms | Compatibility Observability | Relative advantage Trialability Ease of use | |
| BWM analysis, factors collected in qualitative survey | 88 companies across 22 countries (survey), 12 AM experts (BWM) | Environmental and social benefits Customer expectation Technology adaptability Business and market expectation | AM enabling creativity and innovation Design complexity and customization Low-volume production Quick and economic prototyping Cost and time savings |
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