Purpose - The purpose of this study is to deepen our understanding of digital disruption in media ecosystems and explore how media ecosystem actors can innovate their boundary-spanning business models. Design/methodology/approach - We propose a qualitative case study approach in order to understand the studied phenomenon, digital disruption in Finnish media ecosystems, from the inside rather than the outside. Originality/value - This case study methodology demonstrates that the traditional media ecosystem is changing dramatically. Digitalisation is disrupting the current business models in media ecosystem and new actors and roles are emerging. We present with a value map that business model innovations in media ecosystems include possibilities in all three key areas, i.e. value creation, proposition and capture. Practical implications - The outcomes of the study highlight that most of the business model innovations require interaction with key players, as the roles and offerings of ecosystem actors are interconnected. Thus, media ecosystem actors should build the transformation to their own strengths, such as qualitative content production and brand name.
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