Ecosystem-level Behavioural Change: How Coordinated Stakeholder Action Shapes Digital Consumer Habits in the Asia-Pacific

Abstract

This study examines the orchestration of consumer habit shifts within digital service ecosystems across the Asia-Pacific region, moving beyond individual technology adoption models to conceptualize behavioural change as a stakeholder-driven, ecosystem-level process. Through a theory-building systematic literature review synthesizing 143 articles from 2020 to 2025, this research integrates service-dominant logic (SDL), ecosystem orchestration theory and habit formation theory into a hierarchically organized analytical lens that traces causal pathways from macro-level value co-creation through meso-level stakeholder coordination to micro-level habit internalization. The analysis identifies seven core sectors undergoing significant habit transformations—led by financial services and e-commerce— facilitated by orchestration mechanisms including artificial intelligence (AI) personalization, gamification, trust-building and regulatory alignment, coordinated across platform operators, government bodies, financial providers and content creators. Consumer segmentation across geographic, demographic, psychographic and behavioural dimensions reveals that institutional voids in emerging markets accelerate leapfrogging behaviours, psychographic drivers consistently override demographic predictors and habit consolidation follows non-linear pathways with critical vulnerability points. The study contributes a Digital Habit Transformation Framework that advances three causal pathways as testable theoretical propositions—infrastructure–access–habit (P1), personalization–engagement–automaticity (P2) and trust–adoption–consolidation (P3)—each operating under specified boundary conditions and offered for future empirical validation rather than as empirically confirmed causal claims. The framework further introduces value co-destruction dynamics, drawing on SDL theory, to explain how orchestration mechanisms, such as AI personalization, can shift from habit reinforcement to habit disruption when consumer tolerance thresholds are exceeded. Managerially, the three pathways offer differentiated strategic guidance: emerging market operators should prioritize infrastructure accessibility over feature sophistication, digitally mature platforms must calibrate personalization below intrusiveness thresholds and financial providers in low-trust environments should leverage institutional endorsement as the primary adoption driver.