Ecosystem-based value logic for business model transformation: a multi-case study of traditional automobile manufacturers

This study examines how traditional automobile manufacturers reconfigure business model value logic during transformation toward digital mobility services in ecosystem contexts. Drawing on a longitudinal multiple-case study of Volkswagen, Stellantis, Toyota, and Honda from 2015 to 2024, and using abductive analysis, the study traces how established business model value dimensions change over time as automakers respond to electrification, autonomous driving, connectivity, and digital servitization. The findings show that business model transformation involves the interdependent reconfiguration of four value dimensions: digital mobility service value proposition, multi-actor collaborative value co-creation, ‘Actors–digital platform–users’ value delivery, and diversified and recurring value capture. Temporal bracketing further identifies a three-phase pathway from exploration to strategic pivot and ecosystem orchestration. Across the cases, actor integration, resource orchestration, and activity reconfiguration connect ecosystem participation with business model value logic change. The study contributes to business model transformation research by explaining how established value dimensions evolve as an interdependent system, to digital servitization research by showing how traditional automakers move from product-oriented manufacturing toward digital mobility service provision, and to ecosystem research by clarifying how ecosystem orchestration supports value proposition, value creation/co-creation, value delivery, and value capture in transformation processes.