Purpose This study aims to explain the areas of opportunity for entrepreneurship offered by digitalization and proposes strategic recommendations for entrepreneurs and firms offering B2B services in the digital economy. Design/methodology/approach Exploratory research is used to analyze how digitalization is affecting B2B services entrepreneurship in the mobility industry. A mixed methodology combining 4 in-depth interviews and a Q-survey with 30 participants was used. The information obtained was processed using qualitative and quantitative analysis tools to identify areas of opportunity and suggest actions to improve the possibilities of entrepreneurship. Findings This study identifies artificial intelligence (AI)-driven business models, data and resource management and selective investment filtering as the most promising paths in B2B services, while suggesting that sustainability is not as critical as previously assumed. The findings also indicate that servitization and personalization have varying levels of impact, with personalization being less effective in B2B than previously expected. Moreover, the role of individual entrepreneurial alertness is diminishing, giving way to collective learning, technological alternation and strong networking effects as key drivers of success in digital-intensive B2B environments, providing a new perspective on entrepreneurial alertness. Research limitations/implications The findings emphasize that B2B firms should adopt a modular transition approach to digitalization, enabling step-by-step implementation rather than radical transformation. The research also suggests that not all digital investments are equally viable, with AI-powered logistics, smart supply chains and data-driven platforms outperforming traditional models such as vehicle hire and taxi booking services. The shift from individual to collective learning and strategic networking is essential for capturing and leveraging entrepreneurial opportunities in a rapidly evolving digital landscape. Entrepreneurs and business leaders should prioritize building robust ecosystems, leveraging industry collaborations and integrating emerging technologies into their business models. Originality/value This study makes several novel contributions. First, it introduces new theoretical insights on entrepreneurial alertness, emphasizing its transition from an individual-driven process to a collective and technology-enabled phenomenon. Second, it provides a comprehensive synthesis and valuation of digital-intensive business models, ranking them according to their strategic viability in B2B contexts. Finally, this study identifies the key characteristics shaping entrepreneurial success in digital B2B markets, emphasizing the importance of network-based learning, adaptive ecosystems and the integration of AI-driven decision-making.
Pérez-Moure et al. (Mon,) studied this question.