Saner, R.; “Negotiating with American Business Partners: Some Advice for Non-American Negotiators”. Global Management Tomorrow, March/April, 1983.

This articles describes the use of action learning and action research in the development of management training institutions and management development experts in China. A case study is reported here which was based on a technical cooperation project between Switzerland and China which took place from 1994 to 1996. The aim of this project was to build up the Chinese Government’s institutional capacity in support of its policy to modernise its public administration and to strengthen its management of public enterprises.

“Socio-Economic Foundations of a Just Society”, Special Report from the 1996 Conference of the Society for the Advancement of Socio-Economics, Centre for Socio-Eco-Nomic Development. Geneva. 1996.

Saner, R., Yiu, L.; "Transnational Leadership: The Role of Field Dependence/Independence". Technical Reports HEC. No. 19. Geneva, October, 1994.


Les revendications envers un service public avec un fonctionnement davantage orienté sur l'action, l'efficacité et la réduction des coúts ne se sont pas apaisées au cours de ces dernières années.

Les modifications de l'environnement économique, les exigences accrues de la clientèle, la raréfaction des ressources, l'amélioration des connaissances et les nouvelles technologies constituent autant de nouvelles condition-cadres pour le service public ...

Countries suffering from high transactions costs are often victims of administrative inefficiencies and policy ineffectiveness at central governmental level. The objective of this article is to describe such inefficiencies and ineffectiveness as they presented themselves after Slovenia reached independence from the former Yugoslavia in 1991. In particular, the author describes the multiple causes of inefficient administrative and ineffective policies as they presented themselves in the subsequent period of gradual administrative modernization during the years of 1993-1996.

Public administrations in all parts of the world are faced with multiple pressures to innovate and improve effectiveness and efficiency. Reforms range from New Public Administration (NPM) to other forms of reorganizations like ‘‘gestion publique par contrats’’ (France, Belgium) resulting in various forms of New Public Administrations (NPA).

Globalization exerts powerful pressures on our national government and public administrations. Most distinctive are the pressures regarding public management effectiveness and the internationalization of the civil service. The former demands that traditional public administrative culture be transformed into a managerial culture, the latter involves increasing alignment of national policies and relations with the private sector according to international standards and practices. Civil servants are pushed by these trends to expand the definition of their role and to acquire new knowledge and skills in order to meet this challenge of globalization.

Saner, R.;"Globalization and its impact on leadership qualification in public administration". International Review of Administrative Sciences, Vol. 67: 649-661, 2001.

pdf Article

Saner, R., Yiu L.; "Challenges for the 21st Century for Leadership
Qualifications: Reflections and Responses". Asian Journal of Public Administration, Vol. 22 (1), June, 2000.

pdf Abstract

The goal of this paper is to present the case example of China in its development effort of future leaders within the public sector. This case example will first describe the leadership
model currently in use in China as the basic framework of assessment, selection and development of leaders befitting the tasks requirements of the 21st century. Narrative description will be given regarding the actual practices regarding leadership assessment, selection and development in China.

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