The purpose of this study is to examine how individual learning has been conceptualised within the entrepreneurship literature, to identify its theoretical antecedents and underlying mechanisms and to explore the tensions and emerging challenges shaping entrepreneurial learning in contexts of volatility and disruption. In doing so, the study advances a more contextualised understanding of individual learning that accounts for entrepreneurial heterogeneity, resource constraints and evolving objectives.
A systematic literature review of 40 peer-reviewed studies on individual learning of entrepreneurs was conducted, considering the past 25 years. In addition, literature relevant to the topic was reviewed. The analysis covered both formal and informal processes, as well as the influence of technology, digitalisation and post-pandemic trends, as organisational agility, especially in the past five years.
This study proposes a model that considers insights in terms of individual learning, as volatility and disruption. Firstly, the study established that crises or periods of change have a significant impact on entrepreneurship learning. Secondly, it is essential to be prepared to respond to uncertainty by developing entrepreneurial capabilities. Thirdly, strategies should be considered to prevent entrepreneurs from becoming paralysed by uncertainty. Fourthly, learning is a constant process. Finally, it is important to note that every change generates adaptation or exit from the market.
The findings provide guidance for entrepreneurs to strengthen adaptability and competitiveness. These insights can inform intervention design in volatile environments. Understanding how entrepreneurs get knowledge in uncertain times helps to create policies and incentives prior to a crisis or situation of change, ensuring their preparedness. This research has significant implications for entrepreneurs, businesses, the academic world and policymaking.
This research clarifies the dynamics of entrepreneurial learning, especially during times of disruption and uncertainty. In addition, this research supports organisational leaders in improving performance and driving continuous improvement. It advances both theoretical and practical understanding by demonstrating how entrepreneurial learning supports adaptability, innovation and continuous improvement over time.
