Perceiving,　interpreting,　and　predicting　disruptive　innovation　ex　ante　are　crucial　but　challenging.　Although　recognizing　disruptive　innovation　opportunities　is　more　likely　a　result　of　collective　efforts,　prior　research　has　primarily　focused　on　external　organizational　drivers　and　individual-level　attributes　or　only　focused　on　simple　effect　of　single　factors.　Recent　studies　highlight　the　strategic　role　of　team　learning　in　building　the　micro-foundations　of　organizational　dynamic　capabilities.　This　study　employs　a　configurational　approach　(fsQCA)　to　examine　how　individual　and　team-level　antecedents　interact　to　facilitate　the　recognition　of　disruptive　innovation　opportunities　through　team　learning　processes　(intuition,　interpretation,　and　integration).　Drawing　on　field　data　from　65　teams,　we　identify　three　distinct　configurations:　Sharing-integrated,　Improvisation-inspired,　and　Star-led.　Specifically,　teams　can　proactively　recognize　disruptive　innovation　opportunities　through　collective　wisdom,　which　is　generated　by　sharing　and　integration　within　the　team,　inspired　by　a　learning　process　of　improvisation,　or　catalyzed　by　the　guidance　of　star　performers　in　the　team.　This　study　contributes　to　the　existing　literature　on　disruptive　innovation　by　elaborating　how　teams　can　collaboratively　and　creatively　recognize　disruptive　opportunities　through　learning　processes.　Furthermore,　it　advances　micro-foundations　research　on　organizational　capabilities　in　effectively　managing　disruption.　The　configurational　approach　provides　a　nuanced　understanding　of　opportunity　recognition　within　the　context　of　disruptive　innovation.