Trends in the surrounding society have made companies more interdependent and increased the number of actors in value chains, emphasizing the importance of business ecosystems. This is especially relevant for the hydrogen gas-based mobility ecosystem, as it presents novel opportunities for delivering solutions in relatively uncharted territory.

This study therefore examines how solution-oriented business models apply in the context of hydrogen gas-based mobility solutions. By identifying key actors within the business ecosystem, a better understanding of key activities and success factors can be established and used for understanding the proper governance configuration that maximizes shared value creation in the ecosystem.

An abductive approach with a methodological choice of qualitative research through a case study was applied in this study. The case study was conducted at the Scania Pilot Partner division at Scania and investigated the hydrogen gas-based mobility ecosystem with Scania as the focal firm. The case study consisted of 12 interviews, of which five were conducted with employees at Scania and seven with various actors in the business ecosystem.

The theoretical and empirical findings suggest that energy suppliers, authorities, customers, and an ecosystem leader are key actors for hydrogen gas-based mobility solutions. Furthermore, the usage of a business model framework, being flexible, integrating customers, having proper knowledge management, and enabling a single touchpoint seem to be important elements to include. It is also indicated that risk sharing, joint venture, dedicated sales and service companies as well as incentives, trust, and transparency are beneficial governance mechanisms. Companies should also consider ownership structure, but the analysis is inconclusive on how much of a value chain should be owned by the focal firm.

Based on the results, five recommendations are made to companies looking to deliver hydrogen gas-based mobility solutions: (1) establish a joint venture with key actors, (2) establish a single touchpoint for customers through dedicated sales and service companies, (3) set up processes for both internal and external knowledge management and knowledge sharing, (4) engage and align incentives with authorities early, and (5) take a leadership position in the ecosystem if the resources necessary for such a commitment are available.