Resource reconfiguration portrays the ways in which a firms orchestrates its resources (Sirmon, Hitt, & Ireland, 2007; Sirmon, Hitt, Ireland, & Gilbert, 2011). The growing and fast spreading nature of digitization has reshaped the ways in which businesses operate, enabling innovation to flourish through novel configurations of resources (Hitt, Ireland, Sirmon, & Trahms, 2011). Advances in information and communication technologies have extended firms’ reach and enabled novel resources combinations and sharing. These advances have laid the foundations for the progressive growth of platform business models and the progressive monetization of data (e.g., Facebook, Instagram, Linkedin, Google Maps). New business models have been enabled through digitally enabled devices (e.g., GPS receivers, mobile phones) and technologies (e.g., internet, GPS signal, 5G networks). These advances empowered through digitization have greatly expanded the scope and resources available to firms, leading to unprecedent business model innovations (Afuah & Tucci, 2000; Amit & Zott, 2001). However, the complexity associated with digitization has yet to incorporated how firms re-conceive of, re-design, and re-orchestrate their resource via new business models (Amit & Han, 2017). While a few theoretical studies have contributed towards the understanding of the origins of business models and stakeholder value (e.g. Casadesus-Masanell & Zhu (2013) and Martins, Rindova, & Greenbaum (2015)), they do not capture the underlying processes that lead firms from their existing model to a novel one. In this research, we examine the phenomenon of business model innovation in the digital age in the context of a multi-organizational exchange. We address the following research questions: what are the process and subprocesses that enable business model innovation across stakeholders? Building on the resource orchestration (Baert, Meuleman, Debruyne, & Wright, 2016; Sirmon et al., 2011), the organizational exchange (Levenie & White, 1961) and the systemic view of a firm from the business model literature (Foss & Saebi, 2017, 2018; Rietveld, 2018), we propose a new conceptualization of how firms can enable business model innovation via multi- organization exchange in the digital age. In this paper, we make several contributions: First, we bridge digitization and the organizational design literature into a theory of business model innovation. Second, we add to the prevailing firm-based perspective on firms’ resource configurations with a system-based perspective that involves multiple stakeholders. Third, we reveal the importance of multi- organizational exchange of resources for business model innovation in the digital age.