Introduction/Objective: the mobility sector underwent a rapid transformation driven by the adoption of green vehicles, advanced connectivity systems, and innovative service models. Grounded in the Dynamic Capabilities Theory, the Triple Bottom Line, and Sustainability-Oriented Innovation, this study examined how automobile manufacturers implemented new business models linked to autonomous, electric, connected, and shared vehicles. It also evaluated the impact of digitalization and sustainability on these transformations.

Methodology: researchers conducted a case study of four traditional companies within the automotive sector.

Results: the findings showed that digitalization not only transformed business models but also redefined sustainability within the sector. While the analyzed companies adopted the proposed business models, data management, acquisition, and interconnectivity emerged as critical factors.

Conclusions: the study suggested that the three dimensions of the Triple Bottom Line were insufficient for analyzing sustainability in the business sector, proposing Technology as a fourth pillar. Additionally, all studied companies demonstrated varying levels of Sustainability-Oriented Innovation and collaborative innovation, highlighting the strategic importance of partnerships.

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Keywords:
Mobility as a service,
green vehicle,
digitalization,
business models,
sustainability,
dynamic capabilities.

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