IEEE Engineering Management Review (EMR) is the IEEE Technology and Engineering Management Society (TEMS) journal of practice. EMR serves those who manage technology, engineering, and innovation.
The intended audience includes those who:
- Have an interest in management as a profession
- Manage the activities of engineers and related technology professionals
- Hold managerial or strategic leadership responsibilities
- Seek upward-bound opportunities as technology professionals
- Prepare for leadership responsibilities in managing engineering, technology, and innovation
- Manage programs and projects
- Operate in a global environment
- Seek entrepreneurial opportunities with innovations and technology
EMR, a journal of practice, presents state-of-the-art thinking and practices from original contributions that are based on technological developments, actual practice, or a strong academic theoretical foundation. That journal seeks evidence-based high-quality research articles.
Surveys have shown that the EMR is a highly respected and valued journal in providing insights in management of engineering and technology in a worldwide economy. An IEEE survey in 2014 showed the EMR ranking right under the Harvard Business Review. Currently, EMR is ranked highly in Scopus and is a Q1 journal based on SJR score.
EMR is published quarterly in March, June, September, and December.
EMR Departments
We encourage original submissions from thought leaders in practice and academia. The journal structure is grouped into eight topical engineering management departments with assigned associate editors to each—although associate editors can and do handle multiple topics.
EMR publishes articles in a number of topical areas within the “TEMS… people enabling product success …” vision. Each of these topical areas incorporates one or more “departments,” as outlined below:
- Moving Product/Services from Idea to Market
– Technology, Innovation Management, and Entrepreneurship (TIME) - Identifying and Implementing Successful Projects, and Systems
– Models and Methodologies
– Supply Chain and Project Management - Integrating Technology for Capability and Productivity
– Information Technology - Developing from Engineer to Leader
-People and Organizations
– Leadership and Strategy - Balancing the Norms of Society, Government, and Regulators
– Sustainability
Submission Information
We publish a broad variety of submissions including critical analyses, case studies, practical implications of empirical studies, practical applications, technology forecasting, and insights from analytical modeling. Each submission must have clear managerial and/or organizational implications detailed. Research papers with significant methodological and theoretical development with minimal practical significance and application are more appropriate for our sister journal IEEE Transactions on Engineering Management.
We encourage manuscripts that fall into one of three major categories:
Technology Manager’s Notebook (TMN) Articles – 500-2000 words
Shorter Articles and Case Studies – 2000-4000 words
Longer Articles and Reviews – 7500-10000 words
Submissions can be made to https://mc.manuscriptcentral.com/emr-ieee.
Articles will undergo double-blind peer review.
For further information either contact: Editor-in-Chief Joseph Sarkis at emr@wpi.edu or one of the Departmental Associate Editors (see below).
Consult the IEEE Author Center for details on EMR policies and requirements, including publishing ethics and peer review.
Departmental Statements and Associate Editors
Technology, Innovation Management, and Entrepreneurship
Xudong Gao (gaoxudong@sem.tsinghua.edu.cn) – Tsinghua University, Beijing, China
Ali Yassine (ay11@aub.edu.lb) – Stevens Institute of Technology, USA
We seek to build a deep understanding of the management of innovation in existing organizations of all sizes, as well as of entrepreneurship as it pertains to venturing in the technology sector. Original papers of practical nature are welcome on issues essential to sound management of technology, innovation, and entrepreneurship including new development, implementation, trends, and strategy, as well as state of-the-art reviews and outlook for future research directions in the field.
Models and Methodologies
Behnam Fahimnia (behnam.fahimnia@sydney.edu.au) – University of Sydney, Australia.
Chunguang April Bai (cbai@uestc.edu.cn) – University of Electronic Science and Technology of China
Original methodological contributions that introduce and/or apply new models and methods to tackle real-world engineering management problems are encouraged for this department. Models and methodologies include – but are not limited to – analytical models and optimization tools, multi-criteria decision-making approaches, simulation models, decision support tools, empirical field experiments, soft systems methodologies, soft computation, and surveys-based approaches such as discrete choice models.
Supply Chain and Project Management
Christopher McDermott (mcderc@rpi.edu) – Rensselaer Polytechnic Institute (RPI), USA
Qingyun (Serena) Zhu (qz0007@uah.edu) – University of Alabama – Huntsville, USA
The effective management of supply chains and projects is increasingly critical to business success, as organizations and their value streams become more global as well as technologically complex and integrated. Articles published in this section aim to provide insights for professionals and engineering managers tasked with guiding their organizations through the complex challenges in these key areas. We aim to publish original practice and research investigations that disseminate knowledge and skills associated with the successes (and failures) of innovative techniques to tackle real problems managers face.
Information Technology
Rangaraja P. Sundraraj (rpsundarraj@iitm.ac.in) – India Institute of Technology (IIT) Madras, India
The information technology (IT) department seeks to capture and describe the development and impact of contemporary Information systems on various elements of business and society. To this end, we welcome articles from all areas of IT, including those relating to policy, organizational strategy, infrastructure and development, and implementation. Articles can follow any methodological discipline. EMR’s readership consists of both academicians as well as practitioners, and hence, we encourage submissions of practice- and research-based papers that provide insights to the diverse and practitioner audience of the journal.
People and Organizations
Sherwat Ibrahim (sherwat@aucegypt.edu) – American University of Cairo, Egypt
The mission of this department is to explore the people and organizational basis for innovation management. Organizational structure and human resources concerns are critical to effective engineering management. The topics in this area include how scientists and engineers innovate. The role of top management and top management teams with respect to technology and innovation management. There is an encouragement to cover topics related to the organizational context for autonomous innovation, cross-functional interaction and innovation, globalization of innovations, and informal organizational mechanisms for innovation.
Leadership and Strategy
Michael Aucoin (maucoin@leadingedgemgmt.com) – Leading Edge Management, Inc. USA.
The Leadership and Strategy department equips practicing engineering managers to grow in their leadership and strategic skills so that they may confidently and effectively move their organizations forward into the future. We accomplish this mission by offering timely knowledge and wisdom that is based on a sound foundation, and which can be readily implemented by practitioners. Leadership and strategy are synergistic: both involve change, and they can encompass change in people, processes, and products. Therefore, we explore these topics with a systemic or holistic approach. We do so in a way that avoids prescriptive approaches and enables professionals to understand both the foundations and application of leadership and strategy.
Sustainability
Lucila Maria de Souza Campos (lucila.campos@ufsc.br) – Universidade Federal de Santa Catarina – UFSC, Brazil
Stephan Vachon (stephan.vachon@hec.ca) – École des Hautes études Commerciales (HEC), Canada
Sustainability can be defined as the consideration of the triple bottom line ― social, environmental, and economic ― in decision making not just in for profits corporations but in all types of organizations. This department seeks papers that present technologies or innovations that improve environmental and social practices or performance while maintaining an adequate level of economic performance. Engineering and technological solutions pertaining to product eco-design, energy efficiency, waste reduction, or resource conservation are all relevant for the department. Social challenges such as workers’ health and safety, water accessibility, or population well-being (e.g., security, affordable housing…) are also pertinent to this department.
Technology Manager’s Notebook (TMN) Articles
Jason Hui (jason.k.hui@ieee.org) – Elbit Systems of America, USA
Articles published in this category are typically shorter vignettes and are intended to spark discussion and feedback. The focus is on issues, and challenges encountered and lessons learned by technology and engineering managers and leaders concerning current engineering practice and technology developments. General topics include, but are not limited to, leading people and organizations, managing engineering resources, project and delivery management, and technology and innovation directions for the 21st century.
As an example of a Notebook article, the following outline can be suggested for a new disruptive technology that is forecast to be developed (e.g., 6G technology):
1. What 6G is about – an introduction
2. 6G core technologies and their evolution – a discussion with some technical depth about the technical elements expected in 6G. Focused on both the carrier audience and application audience.
3. Expected applications to be enabled by 6G over prior technology – what application areas have shown interest in 6G and why including medical, transportation, and other industries. This is to draw the non-carrier application business attention that engaging in 6G is not just for the carrier business.
4. What are the current challenges facing technology managers?
TMN articles should be written to attract the attention, for example, of business leaders with technical backgrounds who make decisions related to company strategy and resources.
