Summary

Dear Colleagues,

Entrepreneurship in the digital era is undergoing significant changes due to the continuous evolution of technology and the rise of artificial intelligence (AI). Traditional business practices are being restructured as new technological capabilities open up new horizons for the development and implementation of business models. The digital era has brought about an immediate and global connection between businesses and consumers, creating novel opportunities, as well as new challenges.

These new challenges include the need for rapid adaptation to technological developments, the management of big data, cybersecurity, and the necessity for continuous innovation. Artificial intelligence and its emerging tools (such as machine learning and automation) are changing the nature of labor relations, productivity, and competitiveness. Entrepreneurs are being called upon to adopt new strategies to leverage AI to improve decision-making, marketing, customer service, and supply chain management.

The new business reality is defined by the rise of new business models, such as digital ecosystems, subscription services, platforms, and the sharing economy. Entrepreneurs must adapt to a constantly evolving digital world, utilizing the capabilities of technology and AI to create and succeed in new business propositions.

Our goal in launching this Topical Collection is to explore how entrepreneurship is being reshaped in the digital era, what new challenges have arisen, and how artificial intelligence can contribute to the development of innovative business models.

Dr. Andreas Masouras
Dr. Georgios Deirmentzoglou
Dr. Apostolopoulos Sotirios
Collection Editors

Refer to Guidelines for Submissions for more information.

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Editors

Institution: Department of Economics and Business, Neapolis University, Pafos 8042, Cyprus

Interests: marketing management; consumer behaviour; marketing communication; strategy

Institution: Department of Economics and Business, Neapolis University Pafos, Pafos 8042, Cyprus

Interests: global entrepreneurship; technological innovation; digital technologies; sustainability; tourism

Institution: Department of Economics and Business, Neapolis University Pafos, Pafos 8042, Cyprus

Interests: rural development; european policies; sustainable entrepreneurship

Entries
Topic Review Peer Reviewed
Gig Economy
This entry presents the history, geography, business, regulations, and the roles of gig workers, platform/algorithms, and employers, focusing primarily on the USA and the EU. The gig economy is informally referred to also as the fourth industrial revolution or the 1099 economy, emphasising sharing, freelance, or platform work; it is a complex and changing business model and regulatory environment. In practice, the gig economy refers to a tripartite relation between workers, platforms/apps, and employers, leading to a two-sided market, where algorithms match supply and demand for paid labour and clients. It is only recently that the gig economy has started to be conceptualised, and its implications, challenges, and impacts are captured in economic law and society, including the power dynamics related to the interplay between economics, technology, regulation, and communities. Conceptually, the gig economy is important, as small paid work has always been present in society for all types of workers and beneficiaries. This new business model of on-demand work has some perceived advantages, such as freedom of work, under-regulation, efficient use of capital, driving down costs, and improving services. However, there is a dualisation of anti-power between workers and non-employers that may lead to precarious work, less free workers, and shadow corporations that distort the market using game changers like digital management algorithms. Currently, the size of the gig economy comprises 154–435 million gig workers out of the world’s 3.63 bn workers, with a market size of USD 557 bn, and is still expanding.
  • 24
  • 23 Dec 2025
Topic Review Peer Reviewed
Harnessing Big Data and Artificial Intelligence for Entrepreneurial Innovation: Opportunities, Challenges, and Strategic Implications
Big Data and Artificial Intelligence (AI) are transforming the entrepreneurial landscape by reshaping how start-ups and established firms ideate, operate, and compete. This entry explores the intersection of these technologies with entrepreneurship, highlighting how they enhance decision-making, customer insights, and operational efficiency. While the benefits are substantial, integrating these technologies presents challenges related to data ethics, privacy, algorithmic bias, sustainability, accessibility, and implementation complexity. Through analysis of current literature, critical perspectives, and illustrative case studies, this entry emphasises the need for strategic alignment, ethical considerations, and adaptive organisational cultures. The entry contributes to existing research by synthesising trends, critiquing over-optimistic narratives, and suggesting a conceptual framework for future empirical inquiry.
  • 262
  • 23 Dec 2025
Topic Review Peer Reviewed
Airport Retail Market Power: A Performance Assessment Framework on Business Success and Regional Retail Market Characteristics
This entry proposes an integrative approach to assessing market power in airport retail environments that highlights the impact of strategic and operational factors on the performance of the enterprise in a regulated and restrictive commercial environment. Using the Analytic Hierarchy Process (AHP), this entry discerns and quantifies important factors determining market power using weights that include price flexibility, consumer conduct, brand value, technological uptake rate, and barriers to entry. To support this qualitative analysis, this entry combines a quantitative countervailing power model (CPA/E) and a market penetration model (MPE/A) to determine the levels of retailer penetration in airport authorities and passenger markets. The integration of these models makes it possible to perform a multivariate analysis of market domination, geographical interdependence, and bargaining power. The findings highlight the configurational complexity in strategic positioning in terms of organizational size, dependence levels, and digital preparedness and provide actionable information for airport managers, concession planners, and policymakers determined to maximize lease deals and improve commercial performance in the face of changing risk profiles. 
  • 434
  • 23 May 2025
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