Crises in the last 20 years and throughout the 20th century have reached international proportions, often based on economic triggers. For example, two world wars occurred as a consequence of political and economic expansion, the Great Depression followed the Wall Street (NY, USA) crash of 1929, the 1973 petroleum crisis, the capitalist re-invention of former Soviet republics following the fall of the Berlin Wall, the Great Recession of 2007–2009 and, more recently, the COVID-19 recession as a consequence of the pre-existing vulnerability of socio-economic systems around the world, which led to the chaotic management of the flow of goods and people around the world [1,2]. These events stressed the need for Entrepreneurship Education (EE) to equip new and existing entrepreneurs with the managerial and entrepreneurial skills to manage similar difficulties and prevent similar crises in the future. A firm’s survival depends on its ability to withstand difficulties, and it can be defined as “resilient” if it can adapt positively without altering its mission. [3,4,5,6]. “Resilience” is a term borrowed from Civil Engineering, which defines a material that has good resistance under pressure, is also used in Individual Psychology to define good adaptation during difficulties and has similarly been adopted in Management Science to define a “resistant” organization that can survive without significant impairment during international crises [7,8,9]. Not every business organization is resilient, and those that are are not at risk of being eliminated by a sort of economic Darwinian selection. EE is a discipline that began in 1947 to train new entrepreneurs to rebuild world economies after the war and received increasing attention during the 1980s, when universities began offering courses to train future entrepreneurs [10,11] and create entrepreneurial research in the U.S. and Europe and then also in Asia [12].

International markets are prone to unpredictable events that can negatively influence a business, be they political, financial, environmental, technological, health-related or cultural. These can significantly affect consumer behavior, reducing the enterprise’s earnings [13,14,15,16,17,18,19], but we cannot adopt a fatalistic view of the economy, whereby we renounce the responsibility to prevent similar, unexpected events or, at least, to buffer their negative consequences on markets and economic activity. Following a liberal logic, especially after the fall of the Berlin Wall and the conflict between capitalist and communist countries, many entrepreneurs followed an aggressive business strategy based on saving resources and maximizing profits without considering workers’ rights, ecosystem balance or community needs [20,21,22,23]. This has impaired societies and the environment. For example, an entrepreneur who is entirely oriented toward profit maximization is not motivated to create a bond with the area where the enterprise operates; instead, they exploit the community’s workforce, raw materials or strategic position [24], and the capital generated is sent elsewhere, leaving the community that invested in this activity impoverished. Sometimes, the environment in which these communities live become polluted, and they suffer socio-economic distress [25,26,27]. In contrast, some projects offer an alternative entrepreneurial model based not only on economics, but also on innovative strategies and social aspects of the area in which they operate [28,29,30,31], also involving some integrated models of the stakeholder theory [32]. An entrepreneurial organization cannot consider itself to be an isolated institution, considering that it has a precise community context, even if it operates across different regions [33]. This aggressive and hypercompetitive strategy does not consider the importance of cooperation [34,35], which requires a coordinated approach, even in Entrepreneurship, where different institutions and organizations have a functional approach in order to reach a common goal. The approach of cooperativeness first emerged at the end of the 1980s [36], and there are some interesting studies concerning this approach [37,38,39]. We considered the importance of sensibility for environmental responsibility where an enterprise, even a small business, adopts an approach aiming to reduce the impact of its activity in terms of pollution or territorial alteration. In this case, we cite ecological intelligence [40] and community psychology [41,42], both of which must be considered so as to improve entrepreneurial performance. Future entrepreneurs must also be trained to consider these factors, as well as the social impact in terms of community wellness, including terms of employment, social cohesion, a sense of community and community empowerment [43,44,45]. It is not just an ethical question because an enterprise that acts responsibly will be appreciated by the community, which may lead to stronger partnerships [3,5,25,28,37]. In the next section, we describe our hypothesis for conducting a literature review in relation to the coexistence of multiple factors, such as earnings and environmental and social sustainability, to reinforce entrepreneurship organization and then describe this scientific literature with state-of-the-art cluster mapping that defines its various components.

2. Discussion