Servitization is increasingly being adopted by manufacturers leading to new sources of value. Current research recognises the relevance of partnerships for the capture of value, but ignores the transformation stages. Manufacturers at different transformation stages have different servitization goals, hindering the applicability of the current theoretical frameworks. The present research seeks to directly address this gap, analysing the value capture process within a manufacturer’s ego-network at the initial transformation stage. Findings provide academics with a reference point regarding a specific transformation stage and help practitioners to better manage their position in the ego-network to efficiently capture the value of servitization
