sectors suggests a very different intention on their part in their founding. This group was the most dissatisfied in their prior paid employment, but tended to start smaller firms with fewer sources of capital. Rather than economic performance as their primary goal, these founders may have placed a greater emphasis on non-economic outcomes. (Although Cooper and Artz (1995) found this to be more characteristic of female entrepreneurs, groups in the sample did not differ significantly by gender, with males predominating in every group.) Founding smaller firms they could have more direct control over may reflect a preference this group learned from their prior entrepreneurial experience. If personal autonomy over the venture is more important to the owner than sales growth, a very different set of initial choices will be made. In contrast, an entrepreneur with strong economic goals for their venture must not only generate those resources necessary to fuel such a venture, but also accept that the entrepreneurial efforts required for launch may change significantly as high growth is achieved. Management styles must adapt to these changes, with hands-on control over such ventures impossible, and even undesirable. This may account for Gartner et al.'s finding (1998) that changes in founders' knowledge and ability were better predictors of firm survival than amount of experience at start-up. It may be necessary to consider experience in two different lights: what the founder knows and how they choose to use that knowledge. Reuben and Fischer (1999) liken the effects of experience to both