Embracing new disruptions: Business model innovation in the transition to Mobility as a Service (MaaS)

A decade ago, Mobility as a Service (MaaS) has emerged as a revolutionary concept destined to change the traditional transport paradigm. Indeed, MaaS envisions an integrated and on-demand transportation ecosystem where users have access to a variety of mobility options via a unified digital platform that centralizes information, ticketing, and payment systems for different service providers. Recognizing its disruptive potential, in this paper we examinate the effects of MaaS introduction in the market, with a particular focus on businesses within the industry. Specifically, we aim at investigating the dynamic nature of business model innovation within the MaaS business ecosystem, thus capturing the changes, adaptations, and innovations that organizations have undergone, providing valuable insights into the new value creation, capture and delivery mechanisms that have emerged. To achieve these goals, we have employed an inductive, multiple case study approach, focusing on a total of six renowned organizations representing two key actor categories within MaaS ecosystems: service providers and technology providers. Our findings reveal that, despite their heterogeneity, both service and technology providers have adopted similar strategies in their transition to MaaS. Utilizing the value creation, capture, and delivery framework, we developed distinct models for each of these categories. We have identified common firm-specific mechanisms which have been categorized into broader macro-level mechanisms of value creation, capture, and delivery, drawing from existing literature. The findings of this study contribute to the ongoing academic literature related to MaaS and to business model innovation. Furthermore, they offer valuable practical insights for managers and policymakers, providing a guidance for strategic decision-making aimed at fostering the development and sustainability of innovative MaaS systems.