ABSTRACT
Increasingly, entrepreneurship is being viewed as a plural rather than a singular endeavour. This chapter presents a conceptual framework of entrepreneurial learning from a team-based perspective, challenging the myth of the entrepreneurial lone ranger.
Entrepreneurial learning in this context is a complex and often messy process involving a dynamic interplay between three core issues: first, the opportunity and nature of team participation in entrepreneurial learning; second, the forms of shared practice they collectively exercise; and third, the influence of situated power on team learning, often determining what gets valued as learning and what does not.
