Abstract
AbstractSabre Holdings had to grow up fast. It was spun off from American Airlines in 2000—and then September 11, 2001 slammed the entire airline industry. Yet Sabre came close to achieving its 2002 profitability plan—in large part because employees controlled expenses. And they had learned both why and how to do that through an innovative, experiential learning initiative that linked corporate financial analysis with daily work activity. © 2003 Wiley Periodicals, Inc.
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