Vladimir C.M. Sobota, Geerten van de Kaa, Toni Luomaranta, Miia Martinsuo and J. Roland Ortt
This paper addresses the most important factors for the selection of additive manufacturing (AM) technology as a method of production of metal parts. AM creates objects by adding…
Abstract
Purpose
This paper addresses the most important factors for the selection of additive manufacturing (AM) technology as a method of production of metal parts. AM creates objects by adding material layer by layer based on 3D models. At present, interest in AM is high as it is hoped that AM contributes to the competitiveness of Western manufacturing industries.
Design/methodology/approach
A literature study is conducted to identify the factors that affect the selection of AM technology. Expert interviews and the best–worst method are used to prioritize these factors based on relative factor weights.
Findings
Technology, demand, environment and supply-related factors are categorized and further mapped to offer a holistic picture of AM technology selection. According to expert assessments, market demand was ranked highest, although market demand is currently lacking.
Research limitations/implications
The composition and size of the expert panel and the framing of some of the factors in light of previous literature cause validity limitations. Further research is encouraged to differentiate the selection factors for different AM implementation projects.
Originality/value
The paper presents a more complete framework of factors for innovation selection in general and the selection of AM technology specifically. This framework can serve as a basis for future studies on technology selection in the (additive) manufacturing sector and beyond. In addition to AM-specific factor weights, the paper explains why specific factors are important, reducing uncertainty for managers that have to choose between alternative manufacturing technologies.
Details
Keywords
Scott J. Allen, Marcy Levy Shankman and Rosanna F. Miguel
Emotionally intelligent leadership (EIL) theory combines relevant models, theories, and research in the areas of emotional intelligence (EI) and leadership. With an intentional…
Abstract
Emotionally intelligent leadership (EIL) theory combines relevant models, theories, and research in the areas of emotional intelligence (EI) and leadership. With an intentional focus on context, self and others, emotionally intelligent leaders facilitate the attainment of desired outcomes. The 21 capacities described by the theory equip individuals with the knowledge, skills, abilities, and other characteristics to achieve desired results. The purpose of this article is to propose an integrative, process-oriented EIL theory to provide a framework for conceptualizing and integrating future research and practice. The authors review and organize research and theory in emotional intelligence and leadership within the context of higher education, introduce the EIL model, and provide suggestions for future research. The article concludes with practical implications for leadership development in the context of higher education.