Industrial services, product innovations, and firm profitability: A multiple-group latent growth curve analysis

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Why Do Servitized Firms Fail? A Risk-Based Explanation (2015, background): “, 2014), and a shift of responsibility to the supplier for the customer processes (Oliva and Kallenberg, 2003; Eggert et al., 2011).”
Only the Brave: Product Innovation, Service Business Model Innovation, and Their Impact on Performance (2016, background): “For example, EMI’s failure to reap significant returns from the CAT scanner it pioneered (Teece 1986), as well as Michelin’s difficulty in driving market adoption for flat tire technology (Eggert et al. 2011), can both be attributed to the challenges for manufacturers in delivering services.”
Revenue and Profit Implications of Industrial Service Strategies (2014, methodology): “Despite its promise for marketing and service research, we find few previous applications of LGCM (e.g., Eggert et al. 2011; Jaramillo and Grisaffe 2009; Koehler et al. 2011).”
Examining the influence of service additions on manufacturing firms' bankruptcy likelihood (2017, background): “In a similar vein, some recent studies (cf. Eggert et al., 2011; Kohtamäki et al., 2013a) find empirical evidence that increasing services does not improve profit performance per se.”
Working Paper (2015, background): “Eggert et al. (2011) examine 414 German companies in the mechanical engineering industry and link product innovation and servitization to rm pro tability.”