Oil Change: Perspectives on Corporate Transformation

By Art Kleiner; George Roth et al. | Go to book overview

ENDNOTES

CHAPTER 3
1
Because some of the aspects of this financial literacy project have trade secret status, some details about the "Improving Our Economic Value" project have been omitted from this Oxford University Press edition. Every detail about the content of financial literacy in this book is specifically derived from either OilCo's leaders' own goals, or from the public-domain concepts of "financial literacy" and "open-book management." See the Box on page 44 for more information about sources. Readers may rest assured that the spirit and impact of the financial literacy initiative is rendered accurately, and that the most vivid and important aspects of the Quest -- the response and innovation within OilCo -- are related just as they were written for the original learning history
2
Details about the practice of financial literacy are adapted from Open Book Management: The Coming Business Revolution, by John Case, 1995: Harper Business, particularly pp. 63-68. Also see The Great Game of Business by Jack Stack ( 1992, Doubleday); The Open Book Experience by John Case ( 1997, Addison-Wesley); and Open-Book Management: Creating an Ownership Culture, by Thomas L. Barton, William G. Shenkir, and Thomas N. Tyson ( 1998, Morristown, NJ: Financial Executives Research Foundation).

CHAPTER 5
1
See Charles Handy, "Balancing Corporate Power: A New Federalist Paper", McKinsey Quarterly, Fall 1993 #3.

CHAPTER 13
1
For the most recent reference to this point see Process Consultation Revisited ( 1999, Reading, Mass.: Addison-Wesley-Longman) and The Clinical Perspective in Field Work ( 1987, Newbury Park, CA: Sage), as well as the article "LegitimatingClinical Research in the Study of Organizational Culture"

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