This paper investigates the role of tacit knowledge in the strategy-making process in micro enterprises and highlights its impacts on entrepreneurial learning. Building on the concept of tacit knowledge, its characteristics and articulations in everyday life; on the theory of existence of entrepreneurial firms and on the strategy-as-practice school of thought, a case study methodology involving 3 mature French micro enterprises (in graphic design, knowledge management and software development sectors) was implemented. Calling on the ‘insider stance’ approach to carrying out the inquiry (Storey, 1994), evidence was collected and analysis of individual and cross-case findings led to the following conclusions. Managers in the 3 micro-enterprises have devised a series of drivers to accompany strategic practice. Present since company creation, these drivers have continued to shape the trajectories taken by each firm and point towards the permanent use of individually developed and validated strategy making processes. The use of intuition alongside more rational mechanisms to analyse and validate decisions appears to be a significant part of these processes. The managers recognise the backseat, instrumentalizing function that the tacit component of their knowledge plays in orchestrating these processes and pinpoint the learning added value that can be obtained through the telling of strategy stories.