---
res:
  bibo_abstract:
  - "<jats:sec>\r\n<jats:title content-type=\"abstract-subheading\">Purpose</jats:title>\r\n<jats:p>This
    study aims to conceptually propose and empirically validate a path perspective
    on the servitization process of manufacturing firms. It identifies a customer
    and an outcome path to servitization, sheds light on the pivotal role of digital
    technology usage for both value-creating paths and explores their financial and
    relational performance outcomes.</jats:p>\r\n</jats:sec>\r\n<jats:sec>\r\n<jats:title
    content-type=\"abstract-subheading\">Design/methodology/approach</jats:title>\r\n<jats:p>The
    authors use a mixed-method approach, combining a qualitative study with a cross-sectional
    survey in the USA, the UK and Germany.</jats:p>\r\n</jats:sec>\r\n<jats:sec>\r\n<jats:title
    content-type=\"abstract-subheading\">Findings</jats:title>\r\n<jats:p>Manufacturing
    firms choose between two generic paths to servitization, a customer and an outcome
    path. Digital technology usage is equally important for both value-creating paths.
    Progress on the outcome path has a positive effect on firms’ financial performance,
    whereas the customer path has an indirect effect only, fully mediated by firms’
    relational performance. Customer tenure and customer’s open-mindedness are contingency
    variables in the digital technology usage – servitization path – firm performance
    framework.</jats:p>\r\n</jats:sec>\r\n<jats:sec>\r\n<jats:title content-type=\"abstract-subheading\">Research
    limitations/implications</jats:title>\r\n<jats:p>A path perspective is useful
    to conceptualize the servitization processes in manufacturing industries. Future
    research should investigate the sequential choice of servitization paths and explore
    its drivers and performance outcomes.</jats:p>\r\n</jats:sec>\r\n<jats:sec>\r\n<jats:title
    content-type=\"abstract-subheading\">Practical implications</jats:title>\r\n<jats:p>To
    create and claim superior value for their customers, managers can choose between
    two servitization paths, leading to differential performance outcomes. While digital
    technology usage is key to progress on both paths, it is particularly effective
    for newly acquired customers on the customer path. Suppliers should target their
    value-creating service offerings at open-minded customer firms to reap their full
    performance potential.</jats:p>\r\n</jats:sec>\r\n<jats:sec>\r\n<jats:title content-type=\"abstract-subheading\">Originality/value</jats:title>\r\n<jats:p>Propose
    and empirically validate a path-perspective on servitization. Understand the pivotal
    importance of digital technology usage for both servitization paths.</jats:p>\r\n</jats:sec>@eng"
  bibo_authorlist:
  - foaf_Person:
      foaf_givenName: Lisa Katharina
      foaf_name: Harrmann, Lisa Katharina
      foaf_surname: Harrmann
  - foaf_Person:
      foaf_givenName: Andreas
      foaf_name: Eggert, Andreas
      foaf_surname: Eggert
  - foaf_Person:
      foaf_givenName: Eva
      foaf_name: Böhm, Eva
      foaf_surname: Böhm
      foaf_workInfoHomepage: http://www.librecat.org/personId=3043
    orcid: 0000-0001-6053-1012
  bibo_doi: 10.1108/ejm-11-2021-0914
  bibo_issue: '3'
  bibo_volume: 57
  dct_date: 2023^xs_gYear
  dct_isPartOf:
  - http://id.crossref.org/issn/0309-0566
  - http://id.crossref.org/issn/0309-0566
  dct_language: eng
  dct_publisher: Emerald@
  dct_subject:
  - Marketing
  dct_title: Digital technology usage as a driver of servitization paths in manufacturing
    industries@
...