🙏 We are grateful to many (among whom the Editor guiding us through the review process, as well as two anonymous reviewers) for all the constructive feedback received over the (many) years we worked on this paper!

▶️We also bring a more dynamic perspective to research on entrepreneurial experimentation and pivoting, by studying how strategic changes may occur when founders give a *“second shot”* to their entrepreneurial careers and adjust their hiring strategies while starting another firm.

🔦 With this study, we hope to shift the traditional focus from *whether* entrepreneurial experience impacts subsequent new venture performance to exploring *how* it may influence new firm outcomes by shaping essential strategies such as hiring.

📜 While a long list of other explanations came to mind during this study, we did not find empirical support for any of them – no need to read the full paper, we have summarized it all in one single table. 😉

📈 This change in hiring tactics seems to be driven by experiential learning (or learning from failure): pipeline hiring is + common among those who performed the poorest in the 1st business and it is associated with better performance (survival and employee retention) in the 2nd venture.

💡Serial entrepreneurs adopt different hiring tactics than first-time founders – they make use of “pipeline hiring” (i.e., hiring repeatedly from the same source organizations) more often, especially after having failed with a prior venture.