Call For Papers: New perspectives on roadmapping

IEEE Transactions on


Special Issue: New perspectives on roadmapping

Guest Editors

Dr Rob Phaal, Centre for Technology Management, Department of Engineering, University of Cambridge,

Dr Clive Kerr, Centre for Technology Management, Department of Engineering, University of Cambridge,


Roadmapping emerged from industrial practice through the 1970-90s, initially to support integrated product-technology strategy and planning in the electronics sector – notably by firms such as Motorola (Willyard & McClees, 1987) and Philips (Groenveld, 1997). The first sector level application of the method was the very influential International Technology Roadmap for Semiconductors, first published in 1991 and ongoing (Kostoff & Schaller, 2001). Academic interest in the method followed practice, starting in the late 1990s (Radnor & Probert, 2004).

Subsequently there has been a steady growth in both practice and research, with the method being adopted in a range of sectors, and adapted to address many different strategic goals and organizational contexts. Although quite widely deployed in technology-intensive sectors, adoption has been slower elsewhere, with the method seldom covered in standard management courses or textbooks on strategy and innovation. This is perhaps because the method is often referred to as ‘technology roadmapping’, and thus mistakenly considered to only apply to technological innovations, whereas the method is entirely generalizable and can be customised to virtually any context (Phaal et al., 2004; Lee & Park, 2005).

This situation is changing, with greater awareness of the method and its potential for supporting integrated strategic planning being more widely recognized (Kerr et al., 2013), substantially influenced by the rise and adoption of agile development practices (Suomalainen et al., 2016). It is for these reasons that our Call for Papers on ‘New Perspectives on Roadmapping’ is requesting submissions that highlight and reflect the current state of art in terms of practice and research for this important and evolving method. Novel contributions on roadmapping are welcome, including:

  • New applications of roadmapping
  • New practices (including agile and lean approaches)
  • Process implementation challenges and solutions
  • Software support and digital embodiments
  • Integration with other management tools and frameworks
  • Theoretical foundations and psychosocial aspects

Submission Process: Please prepare the manuscript according to IEEE-TEM’s guidelines ( ) and submit tt the journal’s Manuscript Central site ( Please clearly state in the cover letter that the submission is for this special issue.


Interested authors send abstracts by October 31st 2018

Decisions on acceptance of abstracts by January 31st 2019

Papers submitted by July 31st 2019


  • Groenveld, P. (1997), ‘Roadmapping integrates business and technology’, Research-Technology Management, Sept-Oct., 40 (5), pp. 48-55.
  • Kerr, C., Farrukh, C., Phaal, R. and Probert, D. (2013), ‘Key principles for developing industrially relevant strategic technology management toolkits’, Technology Forecasting & Social Change, 80(6), pp. 1050-1070.
  • Kostoff, R.N. and Schaller, R.R. (2001), ‘Science and technology roadmaps’, IEEE Transactions of Engineering Management, 38 (2), pp. 132-143.
  • Lee, S. and Park Y. (2005), ‘Customization of technology roadmaps according to roadmapping purposes: overall process and detailed modules’, Technology Forecasting & Social Change, 72, pp. 267-583.
  • Phaal, R., Farrukh, C.J.P. and Probert, D.R. (2004), ‘Customizing roadmapping’, Research-Technology Management, 47 (2), pp. 26-37.
  • Radnor, M. and Probert, D.R. (2004), ‘Viewing the future’, Research-Technology Management, 47 (2), pp. 25-26.
  • Suomalainen, T., Kuusela, R. and Tihinen, M. (2015), ‘Continuous planning: an important aspect of agile and lean development’, International Journal of Agile Systems and Management, 8 (2), pp. 132-162.
  • Willyard, C.H. and McClees, C.W. (1987), ‘Motorola’s technology roadmapping process’, Research Management,-Oct., pp. 13-19.

Guest Editor bios

Dr Robert Phaal is a Principal Research Associate in the Department of Engineering at the University of Cambridge, based in the Centre for Technology Management, Institute for Manufacturing. He conducts research in the area of strategic technology and innovation management, with interests in technology assessment and evaluation, ventures and industrial emergence, and the development of practical management tools and visual methods for supporting technology intensive innovation. A particular interest over the past 20 years has been the roadmapping method, exploring the generalisation and efficient application of this and related techniques in many sectors and contexts. Rob has a mechanical engineering background, with a PhD in computational mechanics, and industrial experience in technical consulting, contract research and software development.

Dr Clive Kerr joined the Centre for Technology Management at the University of Cambridge in 2005. As a Senior Research Associate, he conducts research in the field of strategic technology management. Areas of interest include visual strategy, tools and toolkits for strategic planning, roadmapping and technology intelligence. Prior to joining Cambridge, he was a Research Officer in Engineering Design at Cranfield University. Clive has a First Class Honours degree in Electrical and Mechanical Engineering, a Diploma in Industrial Studies, a Diploma in Economics, a Postgraduate Certificate in the Social Sciences and a Doctorate in Engineering. He is a Chartered Engineer with professional memberships of the IMechE, IET, RAeS and the AIAA.


IEEE Transactions on Engineering Management is journal of the Technology and Engineering Management Society of IEEE, published quarterly since 1954. It is dedicated to the publication of peer-reviewed original contributions, by researchers and practitioners, regarding the theory and practice of engineering, technology, and innovation management.

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