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D-Index & Metrics

Business and Management

D-Index
53
Citations
32570
World Ranking
795
National Ranking
348

Overview

Scott A. Snell is affiliated with the University of Virginia in the United States and specializes in the field of Business, Management and Accounting. Their research primarily focuses on several subfields, including Strategy and Management, Organizational Behavior and Human Resource Management, Management of Technology and Innovation, and Sociology and Political Science.

The main topics covered in their research include:

  • Innovation and Knowledge Management
  • Job Satisfaction and Organizational Behavior
  • Management and Organizational Studies
  • Business Strategy and Innovation
  • Entrepreneurship Studies and Influences
  • Collaboration in agile enterprises
  • Social Capital and Networks

Scott A. Snell has contributed to a range of recent papers, notable among them are:

  • The HR ecosystem: Emerging trends and a future research agenda (2022), published in Human Resource Management
  • Chalhoub Group: Transforming the Luxury Retailer (2020), published in SSRN Electronic Journal
  • Apple's Design Guru: Jony Ive (2020), published in SSRN Electronic Journal

In addition to journal articles, Snell has published books with prominent publishers. These include a contribution to Research in Personnel and Human Resources Management (2022) and a recent work titled The CEO Playbook for Strategic Transformation published by Stanford University Press eBooks in 2024.

Frequent collaborators in Snell's research include Kenneth J. Carrig, Shad S. Morris, Brennen Serre, Jill E. Ellingson, and Kristina Tirol-Carmody. These partnerships have influenced multiple projects reflecting the interdisciplinary nature of their work.

The primary publication venues where Scott A. Snell's research appears include:

  • Academy of Management Proceedings
  • SSRN Electronic Journal
  • Human Resource Management
  • Stanford University Press eBooks

Best Publications

  • The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development

    David P. Lepak;Scott A. Snell

  • Human resources and the resource based view of the firm

    Patrick M. Wright;Benjamin B. Dunford;Scott A. Snell

  • Human resource management, manufacturing strategy, and firm performance

    Mark A. Youndt;Scott A. Snell;James W. Dean;David P. Lepak

  • Integrated Manufacturing and Human Resource Management: A Human Capital Perspective

    Scott A. Snell;James W. Dean

  • Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

    Patrick M. Wright;Scott A. Snell

  • Examining the Human Resource Architecture: The Relationships Among Human Capital, Employment, and Human Resource Configurations

    David P. Lepak;Scott A. Snell

  • Intellectual Capital Profiles: An Examination of Investments and Returns*

    Mark A. Youndt;Mohan Subramaniam;Scott A. Snell

  • Managing human resources

    Scott A. Snell;Shad S. Morris;George W. Bohlander

  • External control, corporate strategy, and firm performance in research‐intensive industries

    Charles W. L. Hill;Scott A. Snell

  • Human Resource Configurations, Intellectual Capital, and Organizational Performance.

    Mark A. Youndt;Scott A. Snell

  • Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture

    Sung-Choon Kang;Shad S. Morris;Scott A. Snell

  • Control Theory In Strategic Human Resource Management: The Mediating Effect Of Administrative Information

    Scott A. Snell

  • Toward an integrative view of strategic human resource management

    Patrick M. Wright;Scott A. Snell

  • Effects of Ownership Structure and Control on Corporate Productivity

    Charles W. L. Hill;Scott A. Snell

  • MEASUREMENT ERROR IN RESEARCH ON HUMAN RESOURCES and FIRM PERFORMANCE: HOW MUCH ERROR IS THERE AND HOW DOES IT INFLUENCE EFFECT SIZE ESTIMATES?

    Barry A. Gerhart;Patrick M. Wright;Gary C. McMahan;Scott A. Snell

  • Virtual HR: Strategic human resource management in the 21st century

    David P. Lepak;Scott A. Snell

  • Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management

    Sung-Choon Kang;Scott A. Snell

  • Integrated Manufacturing and Job Design: Moderating Effects of Organizational Inertia

    James W. Dean;Scott A. Snell

  • When Groups Consist of Multiple Nationalities: Towards a New Understanding of the Implications

    Donald C. Hambrick;Sue Canney Davison;Scott A. Snell;Charles C. Snow

  • Employment Flexibility and Firm Performance: Examining the Interaction Effects of Employment Mode, Environmental Dynamism, and Technological Intensity:

    David P. Lepak

  • Management : building competitive advantage

    Thomas S. Bateman;Scott Snell

  • THE STRATEGIC USE OF INTEGRATED MANUFACTURING: AN EMPIRICAL EXAMINATION

    James W. Dean;Scott A. Snell

  • Administração de Recursos Humanos

    George Bohlander;Scott Snell

  • Human Resource Management and Firm Performance: Testing a Contingency Model of Executive Controls

    Scott A. Snell;Mark A. Youndt

  • Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions

    Patrick M. Wright;Gary C. McMahan;Scott A. Snell;Barry A. Gerhart

  • Use transnational teams to globalize your company

    Charles C. Snow;Scott A. Snell;Sue Canney Davison;Donald C. Hambrick

Frequent Co-Authors

Patrick M. Wright
Patrick M. Wright University of South Carolina
David P. Lepak
David P. Lepak University of Massachusetts Amherst
Riki Takeuchi
Riki Takeuchi The University of Texas at Dallas
Donald C. Hambrick
Donald C. Hambrick Pennsylvania State University
Charles C. Snow
Charles C. Snow Pennsylvania State University
Charles W. L. Hill
Charles W. L. Hill University of Washington
Adrian John Wilkinson
Adrian John Wilkinson Griffith University
Ingmar Björkman
Ingmar Björkman Hanken School of Economics
Barry Gerhart
Barry Gerhart University of Wisconsin–Madison
Howard J. Klein
Howard J. Klein The Ohio State University

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