**When Disruption Never Ends: Hybridisation as Permanent Adaptive Capability and the Emergence of Inclusive Resilience in African Digital Tutoring Ecosystems** **Adnan Khan**^a,\* _{a_{College of Leadership and Innovation, Buckinghamshire New University, High Wycombe HP11 2JZ, UK
**Jacqueline Rawlinson**^b
_{b_{College of Leadership and Innovation, Buckinghamshire New University, High Wycombe HP11 2JZ, UK
**Maleeha Khan**^c
_{c_{College of Leadership and Innovation, Buckinghamshire New University, High Wycombe HP11 2JZ, UK

**Abstract:** Theories of organisational adaptation rest on a largely unexamined assumption: that disruption is episodic. Organisations are jolted, they respond, and they settle into a new equilibrium. This paper argues that this assumption fails in African digital ecosystems, where infrastructural scarcity, institutional fluidity, and successive global shocks make disruption a continuous operating condition rather than an interruption of normality. When disruption never ends, adaptation cannot be theorised as an episodic strategic response. It must instead be theorised as a permanent organisational capability. The paper takes digital tutoring enterprises, platform-based ventures that deliver learning support across formal and in-formal African markets, as its anchoring phenomenon, and develops the Disrup-tion-Hybridisation-Transformation (DHT) model. The model theorises hybridisation, understood as the joint operation of hybrid value logic, hybrid resource orchestration, and hybrid technological adaptation, as the capability through which ventures convert continuous disruption into structural, capability-based, and institutional transformation. The paper then develops inclusive resilience as a distinct theoretical construct: the capacity of a digitally mediated ecosystem to maintain essential functions under continuous disruption while widening, rather than narrowing, the distribution of participation, capability, and le-gitimacy. The construct is differentiated from organisational resilience, ecosystem resilience, adaptive capacity, social resilience, and developmental resilience. Against purely virtuous readings, the model specifies trade-offs. Hybridisation builds legitimacy while eroding strategic coherence. Platform scaling widens access while deepening stratification. The feedback loops that reinforce adaptation can harden into path dependence. Nine proposition families (fourteen sub-propositions), explicit boundary conditions, and a treatment of alternative explanations translate the model into a falsifiable research agenda for digitally enabled ventures in emerging markets.

**Keywords:** Continuous Disruption; Hybrid Entrepreneurship; Digital Ecosystems; Inclusive Resilience; Africa; EdTech

**Citation:** Khan, A., Rawlinson, J., & Khan, M. (2026). When Disruption Never Ends: Hybridisation as Permanent Adaptive Capability and the Emergence of Inclusive Resilience in African Digital Tutoring Ecosystems. _Business and Management Perspectives_, 32–48.}}}}}}