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Charles C. Snow
Researcher at Pennsylvania State University
Publications - 76
Citations - 29208
Charles C. Snow is an academic researcher from Pennsylvania State University. The author has contributed to research in topics: Organizational architecture & Organizational effectiveness. The author has an hindex of 42, co-authored 76 publications receiving 28213 citations. Previous affiliations of Charles C. Snow include University of Melbourne.
Papers
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Journal ArticleDOI
Organizational Strategy, Structure, and Process.
TL;DR: The proposed theoretical framework deals with alternative ways in which organizations define their product-market domains (strategy) and construct mechanisms (structures and processes) to pursue these strategies.
Book
Organizational Strategy, Structure, and Process
TL;DR: In this paper, a theoretical framework for organizational adaptation is proposed, which deals with alternative ways in which organizations define their product-market domains (strategies) and construct mechanisms (structures and processes) to pursue these strategies.
Book
Organizations: new concepts for new forms
Raymond E. Miles,Charles C. Snow +1 more
TL;DR: In this paper, the authors describe where and how rapidly the dynamic network form will emerge and discuss its implications for strategists, organization designers, and policymakers, as well as discuss the implications of this new organizational form for the future.
Journal ArticleDOI
Strategy, Distinctive Competence, and Organizational Performance.
TL;DR: In this paper, the authors examine relationships among strategy, distinctive competence, and organizational performance, focusing on the perceptions of top managers in four industries (plastics, semiconductors, automotives, and air transportation) and find that these managers perceive four strategy types, Defender, Prospector, Analyzer and Reactor, to be present within their industry.
Journal ArticleDOI
Organizations: New Concepts for New Forms
Raymond E. Miles,Charles C. Snow +1 more
TL;DR: In this article, the authors describe where and how rapidly the dynamic network form will emerge and discuss its implications for strategists, organization designers, and policymakers, as well as discuss the implications of this new organizational form for the future.