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The purpose of this paper is to identify challenges faced by industrial firms at different phases of adoption of 3D printing (3DP), and outline how 3DP service providers can help address these challenges.

Separate interview questionnaires for 3DP users and 3DP service providers were used to conduct semi-structured interviews.

The key 3DP adoption challenges are as follows: creating a business case; difficulty in using different materials; optimising the process for specific parts; lack of “plug and play” solutions offered by equipment manufacturers; limited availability of training and educational support; poor end product quality; machine breakdowns; and high cost of maintenance and spare components. Using the theoretical lens of the technology acceptance model, results show a lack of ease of use and technological turbulence impact companies’ decisions to adopt 3DP. 3DP service providers can indeed attempt to alleviate the above challenges faced by customers through providing multiple 3DP services across different stages of adoption.

Future research should examine the role of 3DP equipment manufacturers and design and modeling software solutions providers in improving adoption and how 3DP equipment manufacturers could develop into more integrated service providers as the technology advances.

Service providers can help customers transition to 3DP and should develop a portfolio of services that fits different phases of adoption.

The paper outlines how 3DP service providers can help address customer challenges in adoption of 3DP across different stages of adoption.

The purpose of this paper is to open a new research frontier concerning industry factors influencing R&D transfer to emerging markets within Western multinational companies (MNCs).

The paper presents a framework based on knowledge transfer, knowledge creation, and innovation theory, which is illustrated in two cases from globally leading MNCs from different industries and technological fields which have established R&D units in China. It addresses the issue of industrial influences on R&D transfer to emerging markets, and the importance of complementary assets for innovation performance.

The framework and empirical research suggest that R&D transfer to new R&D units in emerging markets is less challenging for companies within industries characterized by slow technological development. This is due to dynamics, which result in codification and diffusion of technical knowledge, whereby it is easier to transfer and absorb. When the transformation from exploration to exploitation of knowledge is simple rather than complex within an industry, R&D transfer is less challenging. Leverage of local complementary assets nurtures reverse R&D knowledge transfer – positively impacting innovation performance.

The paper addresses the gap in knowledge transfer theory concerning industrial R&D transfer differences. The paper provides a framework for innovation related industrial contingencies on R&D transfer concerning emerging markets, and it advances the argument that complementary assets are important for R&D in emerging markets. Implications for management in China are outlined. The term captive knowledge transfer is coined.