Scott Snell is Professor of Business Administration at the University of Virginia's Darden Graduate School of Business. He teaches courses in Leadership, Developing Organizational Capability, and Human Capital Consulting.
His research focuses on human resources, and the mechanisms by which organizations generate, transfer, and integrate new knowledge for competitive advantage. He is co-author of four books: Managing People and Knowledge in Professional Service Firms, Management: Leading and Collaborating in a Competitive World, M: Management, and Managing Human Resources. His work has been published in number of journals such as the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Management, Journal of Management Studies, and Human Resource anagement, and he was recently listed among the top 100 most-cited authors in scholarly journals of management. He has served on the boards of the Strategic Management Society's Human Capital Group, the Society for Human Resource Management Foundation, the Academy of Management's Human Resource Division, the Human Resource Management Journal, the Academy of Management Journal and the Academy of Management Review. Scott has worked with companies such as AstraZeneca, Deutsche Telekom, Shell, and United Technologies to align strategy, capability, and investments in talent.
Prior to joining the Darden faculty in 2007, Scott was professor and director of executive education at Cornell University's Center for Advanced Human Resource Studies and a professor of management in the Smeal College of Business at Pennsylvania State University. He received a B.A. in psychology from Miami University, as well as M.B.A. and Ph.D. degrees in business administration from Michigan State University.
Human Capital Strategy
First Year Leading Organizations
Developing Organizational CapabilityFY Strategic Management
Executive Education Courses
HR Strategy, Leadership, and Change
U.S. Air Force
- Validation of a multi-dimensional HR flexibility measure, Journal of Management, forthcoming.
- Options-based HRM, intellectual capital, and exploratory and exploitative learning in law firms' practice groups. Human Resource Management, 2012, 51 (4): 461-485.
- Intellectual capital configurations and organizational capability, Journal of International Business Studies, 2011, 42(6): 805-827.
- Global challenges to replicating HR: The role of people, processes, and systems. Human Resource Management, special issue, 2010, Nov-Dec (Academy of Management International Human Resource Scholarly Research Award.
- Intellectual capital architectures and ambidextrous learning. Journal of Management Studies, 2009, 46(1):65-92.
- Relational archetypes, organizational learning, and value creation. Academy of Management Review, special issue, 2007, 32(1): 236-256.
- Intellectual capital profiles: Examination of investments and returns. Journal of Management Studies, 2004, 41(2): 335-361.
- Employment flexibility and firm performance: Examining the moderating effects of employment mode, environmental dynamism, and technological intensity, Journal of Management, 2003, 29(5): 681-705.
- Human resources and the resource based view of the firm. Journal of Management, 2001, 27(6): 701-721.
- The human resource architecture: Toward a theory of human capital development and allocation. Academy of Management Review, 1999, 24 (1): 31-48.
- Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 1998, 22 (4): 756-772.
- Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, Special Issue, 1996, 39(4): 836-866.