Example of IEEE Engineering Management Review format
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Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format
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Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format Example of IEEE Engineering Management Review format
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This content is only for preview purposes. The original open access content can be found here.
open access Open Access

IEEE Engineering Management Review — Template for authors

Publisher: IEEE
Categories Rank Trend in last 3 yrs
Management of Technology and Innovation #124 of 248 down down by None rank
Strategy and Management #222 of 440 up up by 135 ranks
Electrical and Electronic Engineering #399 of 693 up up by 187 ranks
journal-quality-icon Journal quality:
Good
calendar-icon Last 4 years overview: 283 Published Papers | 562 Citations
indexed-in-icon Indexed in: Scopus
last-updated-icon Last updated: 23/12/2021
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Related Journals

open access Open Access
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Journal Performance & Insights

CiteRatio

SCImago Journal Rank (SJR)

Source Normalized Impact per Paper (SNIP)

A measure of average citations received per peer-reviewed paper published in the journal.

Measures weighted citations received by the journal. Citation weighting depends on the categories and prestige of the citing journal.

Measures actual citations received relative to citations expected for the journal's category.

2.0

100% from 2019

CiteRatio for IEEE Engineering Management Review from 2016 - 2020
Year Value
2020 2.0
2019 1.0
2018 0.5
2017 0.2
2016 0.2
graph view Graph view
table view Table view

0.3

40% from 2019

SJR for IEEE Engineering Management Review from 2016 - 2020
Year Value
2020 0.3
2019 0.214
2018 0.132
2017 0.173
2016 0.129
graph view Graph view
table view Table view

0.647

20% from 2019

SNIP for IEEE Engineering Management Review from 2016 - 2020
Year Value
2020 0.647
2019 0.539
2018 0.595
2017 0.721
2016 0.718
graph view Graph view
table view Table view

insights Insights

  • CiteRatio of this journal has increased by 100% in last years.
  • This journal’s CiteRatio is in the top 10 percentile category.

insights Insights

  • SJR of this journal has increased by 40% in last years.
  • This journal’s SJR is in the top 10 percentile category.

insights Insights

  • SNIP of this journal has increased by 20% in last years.
  • This journal’s SNIP is in the top 10 percentile category.

IEEE Engineering Management Review

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IEEE

IEEE Engineering Management Review

Approved by publishing and review experts on SciSpace, this template is built as per for IEEE Engineering Management Review formatting guidelines as mentioned in IEEE author instructions. The current version was created on 23 Dec 2021 and has been used by 343 authors to write and format their manuscripts to this journal.

Strategy and Management

Electrical and Electronic Engineering

Business, Management and Accounting

i
Last updated on
23 Dec 2021
i
ISSN
0360-8581
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Open Access
No
i
Sherpa RoMEO Archiving Policy
Green faq
i
Plagiarism Check
Available via Turnitin
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Endnote Style
Download Available
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Bibliography Name
IEEEtran
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Citation Type
Numbered
[25]
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Bibliography Example
C. W. J. Beenakker, “Specular andreev reflection in graphene,” Phys. Rev. Lett., vol. 97, no. 6, p.

Top papers written in this journal

Journal Article DOI: 10.1109/EMR.2004.25006
IT doesn't matter
N.G. Carr1

Abstract:

As information technology has grown in power and ubiquity, companies have come to view it as ever more critical to their success; their heavy spending on hardware and software clearly reflects that assumption. Chief executives routinely talk about information technology's strategic value, about how they can use IT to gain a c... As information technology has grown in power and ubiquity, companies have come to view it as ever more critical to their success; their heavy spending on hardware and software clearly reflects that assumption. Chief executives routinely talk about information technology's strategic value, about how they can use IT to gain a competitive edge. But scarcity, not ubiquity, makes a business resource truly strategic--and allows companies to use it for a sustained competitive advantage. You only gain an edge over rivals by doing something that they can't. IT is the latest in a series of broadly adopted technologies--think of the railroad or the electric generator--that have reshaped industry over the past two centuries. For a brief time, as they were being built into the infrastructure of commerce, these technologies created powerful opportunities for forward-looking companies. But as their availability increased and their costs decreased, they became commodity inputs. From a strategic standpoint, they became invisible; they no longer mattered. that's exactly what's happening to IT, and the implications are profound. In this article, HBR's editor-at-large Nicholas Carr suggests that IT management should, frankly, become boring. It should focus on reducing risks, not increasing opportunities. For example, companies need to pay more attention to ensuring network and data security. Even more important, they need to manage IT costs more aggressively. IT may not help you gain a strategic advantage, but it could easily put you at a cost disadvantage. If, like many executives, you've begun to take a more defensive posture toward IT, spending more frugally and thinking more pragmatically, you're already on the right course. The challenge will be to maintain that discipline when the business cycle strengthens. read more read less

Topics:

Competitive advantage (55%)55% related to the paper, Information technology management (53%)53% related to the paper, Information technology (51%)51% related to the paper
2,249 Citations
Journal Article DOI: 10.1109/EMR.2015.7123235
The bullwhip effect in supply chains
Hau L. Lee, Vineet Padmanabhan, Seungjin Whang

Abstract:

The bullwhip effect occurs when the demand order variabilities in the supply chain are amplified as they moved up the supply chain. Distorted information from one end of a supply chain to the other can lead to tremendous inefficiencies. Companies can effectively counteract the bullwhip effect by thoroughly understanding its u... The bullwhip effect occurs when the demand order variabilities in the supply chain are amplified as they moved up the supply chain. Distorted information from one end of a supply chain to the other can lead to tremendous inefficiencies. Companies can effectively counteract the bullwhip effect by thoroughly understanding its underlying causes. Industry leaders are implementing innovative strategies that pose new challenges: 1. integrating new information systems, 2. defining new organizational relationships, and 3. implementing new incentive and measurement systems. Distorted information from one end of a supply chain to the other can lead to tremendous inefficiencies: excessive inventory investment, poor customer service, lost revenues, misguided capacity plans, inactive transportation, and missed production schedules. How do exaggerated order swings occur? What can companies do to mitigate them? Not long ago, logistics executives at Procter & Gamble (PG it, in turn, created additional exaggerations of order swings to suppliers. In the past few years, the Efficient Consumer Response (ECR) initiative has tried to redefine how the grocery supply chain should work. One motivation for the initiative was the excessive amount of inventory in the supply chain. Various industry studies found that the total supply chain, from when 1 Copyright Sloan Management Review Association, Alfred P. Sloan School of Management Spring 1997 The Bullwhip Effect In Supply Chains 2 products leave the manufacturers' production lines to when they arrive on the retailers' shelves, has more than 100 days of inventory supply. Distorted information has led every entity in the supply chain the plant warehouse, a manufacturer's shuttle warehouse, a manufacturer's market warehouse, a distributor's central warehouse, the distributor's regional warehouses, and the retail store's storage space to stockpile because of the high degree of demand uncertainties and variabilities. It's no wonder that the ECR reports estimated a potential $30 billion opportunity from streamlining the inefficiencies of the grocery supply chain. Figure 1 Increasing Variability of Orders up the Supply Chain Other industries are in a similar position. Computer factories and manufacturers' distribution centers, the distributors' warehouses, and store warehouses along the distribution channel have inventory stockpiles. And in the pharmaceutical industry, there are duplicated inventories in a supply chain of manufacturers such as Eli Lilly or Bristol-Myers Squibb, distributors such as McKesson, and retailers such as Longs Drug Stores. Again, information distortion can cause the total inventory in this supply chain to exceed 100 days of supply. With inventories of raw materials, such as integrated circuits and printed circuit boards in the computer industry and antibodies and vial manufacturing in the pharmaceutical industry, the total chain may contain more than one year's supply. In a supply chain for a typical consumer product, even when consumer sales do not seem to vary much, there is pronounced variability in the retailers' orders to the wholesalers (see Figure 1). Orders to the manufacturer and to the manufacturers' supplier spike even more. To solve the problem of distorted information, companies need to first understand what creates the bullwhip effect so they can counteract it. Innovative companies in different industries have found that they can control the bullwhip effect and improve their supply chain performance by coordinating information and planning along the supply chain. The Bullwhip Effect In Supply Chains 3 Causes of the Bullwhip Effect Perhaps the best illustration of the bullwhip effect is the well-known "beer game." In the game, participants (students, managers, analysts, and so on) play the roles of customers, retailers, wholesalers, and suppliers of a popular brand of beer. The participants cannot communicate with each other and must make order decisions based only on orders from the next downstream player. The ordering patterns share a common, recurring theme: the variabilities of an upstream site are always greater than those of the downstream site, a simple, yet powerful illustration of the bullwhip effect. This amplified order variability may be attributed to the players' irrational decision making. Indeed, Sterman's experiments showed that human behavior, such as misconceptions about inventory and demand information, may cause the bullwhip effect. In contrast, we show that the bullwhip effect is a consequence of the players' rational behavior within the supply chain's infrastructure. This important distinction implies that companies wanting to control the bullwhip effect have to focus on modifying the chain's infrastructure and related processes rather than the decision makers' behavior. We have identified four major causes of the bullwhip effect: 1. Demand forecast updating 2. Order batching 3. Price fluctuation 4. Rationing and shortage gaming Each of the four forces in concert with the chain's infrastructure and the order managers' rational decision making create the bullwhip effect. Understanding the causes helps managers design and develop strategies to counter it. Demand Forecast Updating Every company in a supply chain usually does product forecasting for its production scheduling, capacity planning, inventory control, and material requirements planning. Forecasting is often based on the order history from the company's immediate customers. The outcomes of the beer game are the consequence of many behavioral factors, such as the players' perceptions and mistrust. An important factor is each player's thought process in projecting the demand pattern based on what he or she observes. When a downstream operation places an order, the upstream manager processes that piece of information as a signal about future product demand. Based on this signal, the upstream manager readjusts his or her demand forecasts and, in turn, the orders placed with the suppliers of the upstream operation. We contend that demand signal processing is a major contributor to the bullwhip effect. For example, if you are a manager who has to determine how much to order from a supplier, you use a simple method to do demand forecasting, such as exponential smoothing. With exponential smoothing, future demands are continuously updated as the new daily demand data become available. The order you send to the supplier reflects the amount you need to replenish the stocks to meet the requirements of future demands, as well as the necessary safety stocks. The future demands and the associated safety stocks are updated using the smoothing technique. With long lead times, it is not uncommon to have weeks of safety stocks. The result is that the fluctuations in the order quantities over time can be much greater than those in the demand data. Now, one site up the supply chain, if you are the manager of the supplier, the daily orders from the manager of the previous site constitute your demand. If you are also using exponential smoothing to update your forecasts and safety stocks, the orders that you place with your supplier will have even bigger swings. For an example of such fluctuations in demand, see Figure 2. As we can see from the figure, the orders placed by the dealer to the manufacturer have much greater variability than the The Bullwhip Effect In Supply Chains 4 consumer demands. Because the amount of safety stock contributes to the bullwhip effect, it is intuitive that, when the lead times between the resupply of the items along the supply chain are longer, the fluctuation is even more significant. read more read less

Topics:

Bullwhip effect (77%)77% related to the paper, Supply chain (66%)66% related to the paper, Bullwhip (58%)58% related to the paper, Demand forecasting (57%)57% related to the paper, Material requirements planning (53%)53% related to the paper
1,559 Citations
Journal Article DOI: 10.1109/EMR.2006.1679053
Knowledge-worker productivity: the biggest challenge

Abstract:

The most important contribution of management in the 20th century was to increase manual worker productivity fifty-fold. The most important contribution of management in the 21st century will be to increase knowledge worker productivity—hopefully by the same percentage. So far it is abysmally low and in many areas (hospital n... The most important contribution of management in the 20th century was to increase manual worker productivity fifty-fold. The most important contribution of management in the 21st century will be to increase knowledge worker productivity—hopefully by the same percentage. So far it is abysmally low and in many areas (hospital nurses, for instance, or design engineers in the automobile industry) actually lower than it was 70 years ago. So far, almost no one has addressed it. Yet we know how to increase—and rapidly—the productivity of knowledge workers. The methods, however, are totally different from those that increased the productivity of manual workers. read more read less

Topics:

Productivity (63%)63% related to the paper, Knowledge worker (56%)56% related to the paper, Know-how (53%)53% related to the paper
1,532 Citations
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Yes, the template is compliant with the IEEE Engineering Management Review guidelines. Our experts at SciSpace ensure that. If there are any changes to the journal's guidelines, we'll change our algorithm accordingly.

3. Can I cite my article in multiple styles in IEEE Engineering Management Review?

Of course! We support all the top citation styles, such as APA style, MLA style, Vancouver style, Harvard style, and Chicago style. For example, when you write your paper and hit autoformat, our system will automatically update your article as per the IEEE Engineering Management Review citation style.

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Sign up for our free trial, and you'll be able to use all our features for seven days. You'll see how helpful they are and how inexpensive they are compared to other options, Especially for IEEE Engineering Management Review.

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After writing your paper autoformatting in IEEE Engineering Management Review, you can download it in multiple formats, viz., PDF, Docx, and LaTeX.

12. Is IEEE Engineering Management Review's impact factor high enough that I should try publishing my article there?

To be honest, the answer is no. The impact factor is one of the many elements that determine the quality of a journal. Few of these factors include review board, rejection rates, frequency of inclusion in indexes, and Eigenfactor. You need to assess all these factors before you make your final call.

13. What is Sherpa RoMEO Archiving Policy for IEEE Engineering Management Review?

SHERPA/RoMEO Database

We extracted this data from Sherpa Romeo to help researchers understand the access level of this journal in accordance with the Sherpa Romeo Archiving Policy for IEEE Engineering Management Review. The table below indicates the level of access a journal has as per Sherpa Romeo's archiving policy.

RoMEO Colour Archiving policy
Green Can archive pre-print and post-print or publisher's version/PDF
Blue Can archive post-print (ie final draft post-refereeing) or publisher's version/PDF
Yellow Can archive pre-print (ie pre-refereeing)
White Archiving not formally supported
FYI:
  1. Pre-prints as being the version of the paper before peer review and
  2. Post-prints as being the version of the paper after peer-review, with revisions having been made.

14. What are the most common citation types In IEEE Engineering Management Review?

The 5 most common citation types in order of usage for IEEE Engineering Management Review are:.

S. No. Citation Style Type
1. Author Year
2. Numbered
3. Numbered (Superscripted)
4. Author Year (Cited Pages)
5. Footnote

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16. Can I download IEEE Engineering Management Review in Endnote format?

Yes, SciSpace provides this functionality. After signing up, you would need to import your existing references from Word or Bib file to SciSpace. Then SciSpace would allow you to download your references in IEEE Engineering Management Review Endnote style according to Elsevier guidelines.

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