Business models in times of disruption: The connected and autonomous vehicles (uncertain) domino effect

The ongoing digitalization of the economy is challenging the value creation process in traditional business. In the mobility-related industry, the disruptive potential of Connected and Autonomous Vehicles (CAV) has the ca-pacity to transform business models. However, great uncertainty exists regarding the technological evolution and social trends that will condition businesses in the near future. This paper intends to use contingency theory to shed light on this topic and better understand the enhancers and barriers that managers should deal with to create, deliver, and capture value associated to CAV. With this aim, the paper adopts a qualitative approach based on in-depth interviews with high-level managers from different industries. The findings suggest the importance of data management to better understand the needs of the customer and vehicle requirements so that differential value can be provided. Two potential solutions that have emerged are, first, the establishment of alliances between companies competing in different areas and, second, digital platforms in order to enhance customer experience and the evolution from B2C to B2B markets associated with growing servitization.

Automated summary

The ongoing digitalization of the economy is posing challenges to traditional businesses in terms of value creation. The disruption potential of Connected and Autonomous Vehicles (CAV) has the ability to transform business models in the mobility-related industry. However, there is significant uncertainty regarding the technological evolution and social trends that will impact businesses in the near future. This paper aims to use contingency theory to shed light on the enhancers and barriers that managers should consider for creating, delivering, and capturing value associated with CAV. The qualitative approach based on in-depth interviews with high-level managers from different industries highlights the importance of data management for understanding customer needs and vehicle requirements to provide differential value. Two potential solutions have emerged: the establishment of alliances between competing companies in different areas and the use of digital platforms to enhance customer experience and facilitate the evolution of markets from B2C to B2B associated with increasing servitization.