Parker, J., Yiu, L.; “A Case Example of a Technology-Supported Laboratory Management Development Program”. Compedium on Uses of Distance Learning Technologies in Engineering Education”, 2nd Edition, January, 2000.
Saner, R., Yiu, L.; “Co-operation between Central/Eastern European Countries and Western Countries in the Field of Training and Consultancy for Administrative Reforms”. 24th International Congress of Administrative Sciences. International Institute of Administrative Sciences. Bruxelles, 1999.
Saner, R., Yiu, L.;"Coping with Labour Turnover in Taiwanese Companies". American Asian Review, Vol. 11 (1), Spring 1993.
Saner, R., & Yiu, L. 1988. Technological Dependence from Foreign Countries is Dangerous Active Licence Strategy - A Pattern for Switzerland? The Japanese Journal of Strategic Management, 13 (1): 25 -27.
Organization Development (OD) Practitioners working within the UN system encounter difficulties because of ill-defined organisational structures, multiple political interferences (external and internal), cross-cultural value differences of UN staff and different management practices of UN Agency leadership best described as “Porous Boundaries”. This article introduces and defines “Porous Boundaries”, shows its relation to power politics frequently used in UN Agencies and discusses the role of the OD consultant who needs to adjust his consulting approach to match these environmental challenges.
Key words: Organization Development, United Nations, Porous Boundaries, Power factor, Role of Consultant.
“How could change efforts be supported by Chaos and Complexity Theory?” Raymond Saner & Lichia Yiu, CSEND Geneva, 12th February 2001
Saner, R., Yiu, L.; “International Cooperation for Social Development: Practitioners’ Reports & Critical Reflections”. Final Report Geneva 2000 Forum- the Next Step in Social Development. Geneva. June, 2000.