手法を比較

	Patent Citation Analysis	Strategic Technology Roadmapping
分野	経営戦略論	経営戦略論
系統	Process / pipeline	Process / pipeline
提唱年	1993	2004
提唱者	Adam Jaffe, Manuel Trajtenberg & Rebecca Henderson; Bronwyn Hall, Adam Jaffe & Manuel Trajtenberg	Robert Phaal, Clare Farrukh & David Probert
種類	Bibliometric and network analysis of patent citation data	Time-based strategic planning and visualization framework
原典	Jaffe, A. B., Trajtenberg, M., & Henderson, R. (1993). Geographic Localization of Knowledge Spillovers as Evidenced by Patent Citations. The Quarterly Journal of Economics, 108(3), 577-598.	Phaal, R., Farrukh, C. J. P., & Probert, D. R. (2004). Technology roadmapping - A planning framework for evolution and revolution. Technological Forecasting and Social Change, 71(1-2), 5-26.
別名	Patent Citation Networks, Forward Citation Analysis, Knowledge-Flow Patent Analysis, Patent Bibliometrics	Technology-Product-Market Roadmapping, T-Plan Roadmapping, Strategic Roadmapping, Innovation Roadmapping
関連	4	4
概要	Patent citation analysis uses the references that patents make to earlier patents as quantitative traces of innovation value and the flow of technological knowledge. The approach was given its empirical foundation by Adam Jaffe, Manuel Trajtenberg, and Rebecca Henderson, whose 1993 Quarterly Journal of Economics study used patent citations to show that knowledge spillovers are geographically localized - inventors disproportionately build on nearby prior art. Bronwyn Hall, Adam Jaffe, and Manuel Trajtenberg's 2001 NBER work then assembled the large-scale patent-citations data file and the methodological toolkit - forward-citation counts, generality and originality indices, citation lags, and self-citation measures - that made citation analysis a standard instrument in the economics and strategy of innovation. By treating the citation network as data, researchers can measure how important an invention is, where its knowledge came from, and where it flowed.	Strategic technology roadmapping is a planning and visualization method that links what an organization should develop, when, and why by aligning three time-based layers - market drivers, products, and technologies - on a single chart. Robert Phaal, Clare Farrukh, and David Probert of the University of Cambridge synthesized the approach in their influential 2004 Technological Forecasting and Social Change paper, presenting roadmapping as a flexible framework that supports both incremental ('evolution') and disruptive ('revolution') strategic change. A roadmap answers, layer by layer, why the organization needs to act (market and business drivers), what products or capabilities will respond, and how technologies and resources will deliver them, all positioned against time. By making these connections explicit, roadmapping coordinates strategy, innovation, and resource allocation across functions and exposes the timing gaps and dependencies that threaten a technology strategy.