Abstract
Research on the digital transformation of business models has shown how digital technologies change the creation, capture, promotion, and delivery of value. However, fewer studies empirically investigate how these elements change over time, especially in established companies. This paper reports longitudinal findings from an empirical case study of digital transformation in the maritime industry. The case company uses digital technology to change its traditional business of scheduling and conducting maritime inspection. The results show how changes in product strategy, revenue logic, distribution model, and service and implementation model introduce organizational tensions and how the company seeks to overcome them. We contribute by discussing how the transformation occurs in all business model elements simultaneously and highlighting an increased role of customer behavior management for value co-creation.