3D printing technologies and innovation performance. An agile manufacturing theory perspective

Abstract

Academic research on 3D printing has largely focussed on its engineering and operations aspects, with few exploring dimensions related to individual firms and the aggregate economy. Although frequently touted as a transformative technology that drives innovation, little consideration has been given as to how it can enhance operational efficiency. To address this gap, this study explores how manufacturing agility and product innovation are derived from 3D printing to enhance operational performance. Using the Agile Manufacturing Theory (AMT) the current paper explores the mediating roles of organizational agility and new product creativity particularly between ease of use, mass customization, and operational performance. A quantitative approach was employed in which 208 middle and senior managers participated, and their data was analyzed via PLS-SEM to examine direct and indirect effects. Results reveal that ease of use and mass customization enhance operational performance through the mediating role of organizational agility and new product creativity. Agility responds to changes in the market, and creativity drives new product development, extracting the maximum operational benefits of 3D printing. Our findings suggest that while the disruptive technologies offer tremendous opportunities, firms must maintain an acute focus on integrating agility with creative mindsets to transform opportunities into tangible outcomes. These findings have significant implications for researchers and practitioners alike.