/ED509653.pdf.M. Karwowski, Psychology of Aesthetics, Creativity and the Arts, Creative mindsets: Measurements,correlations, consequences, 8(1), pp. 62-70, 2014D. Moore, P. Healy, Psychological Review, The trouble with overconfidence, 115(2), pp. 502-517, 2008.K. Reid, D.M. Ferguson. Ferguson, Enhancing the Entrepreneurial Mindset of Freshman Engineers,ASEE Annual Conference & Exposition, Vancouver, BC, 2011. Tables Table 1: The questions on the survey related to student mindset (as reflected in opinions on talent and
universities offer entrepreneurship degrees and therehas been a push to expose engineering students to entrepreneurial mindsets [2]. At this sametime, the Maker Movement has been gaining momentum. This growth in both communities hasinspired researchers to study Makers who are also Entrepreneurs. An example of this is inShenzhen, China where innovative technology crosses with Making, Maker Entrepreneurs arefostered [5].The KEEN [2] and the Five Roles [3] entrepreneurship frameworks provide useful characteristicsto better understand Maker-Entrepreneurs. For example, many Entrepreneurs and Makers aredriven by their passions or their desire to make something that did not exist before. There hasbeen an increase in startups and other entrepreneurial
Paper ID #18562Teaching Entrepreneurial Mindset in a First-Year Introduction to Engineer-ing CourseDr. Chao Wang, Arizona State University Chao Wang received her Ph.D. in Electrical Engineering from University of Wisconsin, Madison. She is currently a senior lecturer in Ira. A Fulton Schools of Engineering at Arizona State University. c American Society for Engineering Education, 2017 Teaching Entrepreneurial Mindset in a First Year Introduction to Engineering CourseAbstractWith a mission to graduate engineers who can create personal, economic, and societal valuethrough a lifetime
certificates and minors to undergraduate and graduate degree programs.In general, the assessment conversation begins with a discussion and comparison ofentrepreneurial skills versus entrepreneurial mindset. The assessment of skills, such as theability to discern information from a balance sheet or the ability to create a robust businessmodel, is a more straightforward endeavor than documenting a temporal change in mindset.Questions such as, “Have we changed how a student thinks about risk?” or “Have we affected astudent’s perception on the feasibility of becoming an entrepreneur?” are more difficult toanswer than skills assessment from a metrics-based perspective. However, progress is evident inthe development of tools to document entrepreneurial
multidisciplinary student teams that aim tosolve both semi-structured and open-ended problems.The course participants go through several cycles of design thinking process in order toachieve the mindset of a designer [1]. The learning approach follows the progressive schoolof thought and focuses on methods that are a mix of experiential learning and problem basedlearning [2,3,4,5]. This leads to a transform also at the mindset level, for example thetolerance towards ambiguity increases [1,6]. From the perspective of logical reasoning orepistemological worldview there is a clear emphasis on abductive and reflexive approachinstead of deductive or even inductive reasoning [7]. University education and STEM(Science, Technology, Engineering and Mathematics
Modules in Developing an Entrepreneurial Mindset based on Deployment at 25 Institutions AbstractIn this paper, we describe an innovative curricular model employed at the University of NewHaven to develop an entrepreneurial mindset in engineering students. The entrepreneurialmindset in this model is characterized by the Kern Entrepreneurial Engineering Network(KEEN)’s 3C’s, which are curiosity, connections and creating value. The core of the model isthe integration of short, self-paced, e-learning modules into courses spanning all four years of allengineering and computer science programs. A flipped classroom instructional model is used tointegrate the modules into courses. We are in the
research was the wide spectrum of organizations studied (e.g.,manufacturing, consulting, public utility and an elementary school) may indicate that innovationis both multi-faceted and domain specific.In 2008, Dyer, Gregersen and Christensen (2008) take an entirely different approach tomeasuring innovation, basing their scale on entrepreneurial exemplars. They began byinterviewing 25 exemplar entrepreneurs such as Pierre Omidyar (eBay), Jeff Bezos(Amazon.com), Herb Kelleher (Southwest), and Scott Cook (Intuit) as well as 25 seniorexecutives at large companies, then using the case study technique (Eisenhardt 1989) identifiedfive constructs of innovative entrepreneurial behavior – questioning, observing, experimenting,idea networking and
Paper ID #18063Exploring Ways to Measure Entrepreneurial Mindset: The development of aStudent-Focused Effectual Logic Assessment InstrumentMr. Todd Mathew Fernandez, Purdue University, West Lafayette (College of Engineering) Todd is a PhD Candidate in Engineering Education at Purdue University who’s research is focused on entrepreneurship education and entrepreneurship education as a component of modern engineering edu- cation efforts.Dr. Nathalie Duval-Couetil, Purdue University, West Lafayette (College of Engineering) Nathalie Duval-Couetil is the Director of the Certificate in Entrepreneurship and Innovation Program
Paper ID #18246Cultivating the Entrepreneurial Mindset through Design: Insights from The-matic Analysis of First-year Engineering Students’ ReflectionsMr. Mark Vincent Huerta, Arizona State University Mark Huerta is a PhD student in the Engineering Education Systems and Design program at Arizona State University. He earned a B.S. and M.S. in Biomedical Engineering at Arizona State University. Mark possesses a diverse background that includes experiences in engineering design, social entrepreneurship, consulting, and project management.Dr. Jeremi S. London, Arizona State University Dr. Jeremi London is an Assistant
Paper ID #17811Using Simulation Experiences, Real Customers, and Outcome Driven Inno-vation to Foster Empathy and an Entrepreneurial Mindset in a SophomoreEngineering Design StudioDr. Cristi Bell-Huff, Lawrence Technological University Cristi L. Bell-Huff, PhD is the Director of the Studio for Entrepreneurial Engineering Design at Lawrence Technological University where she teaches courses on fundamentals of engineering design projects and entrepreneurial engineering design. In addition to her PhD in Chemical Engineering, she also has an MA in Educational Studies and is a certified teacher in Michigan. She has industrial
; Sequeira, 2007) (Carr & Sequeira, 2007) (Carr & Sequeira, 2007) (Subjective Norms) Other Mentors Mentor Support Business skills Entrepreneurial Self-Efficacy gained in class (Carr & Sequeira, 2007) (Perceived Behavioral Control) Engineering skills and mindset that benefit entrepreneurshipFigure 2. Findings Placed in the Theory of Planned Behavior – Adapted from Carr and Sequeira (2007) shown in grayThe entrepreneurial attitude mentioned above, including grit, appears to identify well withdescriptions of perceived
extracurricular activities to help hone engineeringstudents’ entrepreneurial skills and encourage ideation. However, there remainfew co-curricular opportunities for students to develop an entrepreneurial skillsetand practice entrepreneurial thinking. In particular, opportunities are rare forstudents to merge entrepreneurially minded learning (EML) with the high-levelsubject-, project- and collaboration-based learning approaches typically seen insenior-level elective courses. Developing the entrepreneurial mindset will serveour students well by preparing them to be more impactful engineers.We have developed, implemented and assessed a framework for integratingEML into senior-level elective courses via an Ideation Project. In the affectedcourse
Entrepreneurial Projects Beyond the ClassroomAbstractThere are now 2,100 colleges and universities in the US that have entrepreneurshipprograms, yet the number of new businesses per capita being created, especially those bypersons aged 20-34, is at its all time lowest points in 2014-2015, since the KauffmanCenter began gathering data in 1996. At the University of Virginia (UVA), theEntrepreneurship wave came and we now offer most of the programs that peerinstitutions offer; however, there was no real evidence that any more studententrepreneurial projects were moving forward than before. It begged the question, wasthere a huge blind spot in actually cultivating a Founder’s mindset?Here, we have done an extensive literature
and/orreductive, such as “trying to define a sketch” in SolidWorks, or having trouble printing out theirprojects—according to one student, “possibly the worst problem to have.”Assessment of the KEEN Engineering SkillsetAlong with the “3C’s” of the entrepreneurial mindset, the KEEN framework includes aninventory of engineering skills within the broad categories of defining opportunities, designingsolutions, and achieving impact. For the KEEN Engineering Skillset, we were able to use asimpler method, with students rating the extent to which they had used different skills at the endof each week. Students were asked to rate the extent of their work (high, medium, low, or none)on a given skill during the week; faculty independently rated students
B.S. in Mechanical Engineering from The University of California, Merced. She earned her M.S. in Mechanical Engineering with an emphasis in Robotics and Mechatronics from Santa Clara University (SCU). She is currently employed by SCU where her responsibilities include or- ganizing student engagement activities focused on entrepreneurial mindset and managing the SCU Maker Lab. Recently, she launched the SCU Mobile Maker Lab for outreach with K-12 schools. c American Society for Engineering Education, 2017 The Santa Clara University Maker Lab: Creating the Lab, Engaging the Community, and Promoting Entrepreneurially Minded Learning
creativity5. Additionally, it disregardsoutcomes for an entrepreneurial mindset defined by the Kern Entrepreneurship EducationNetwork (KEEN), despite researchers suggestion to contrast these outcomes against ABETcriteria (see Appendix 4)6. Specifically, ABET left out competencies related to creativity andvalue creation, such as the abilities to17: Demonstrate curiosity about our changing world Explore a contrarian view of accepted solutions Identify unexpected opportunities to create extraordinary value Persist through and learn from failure In an attempt to develop a broad framework of skills engineer needs, we analyzeABET’s student outcomes along with the ones mentioned in the literature
1 1 1 Lisa Bosman , Brooke Mayer , and Patrick McNamara 1 Marquette University, Opus College of Engineering, Milwaukee, Wisconsin, USA {lisa.bosman, brooke.mayer, patrick.mcnamara}@marquette.eduAbstract: The purpose of this study was to respond to the following research question: How doesthe Kern Engineering Entrepreneurial Network (KEEN) framework build interest in technicaltopic areas, impact student learning outcomes, and develop the entrepreneurial mindset whenapplied to the engineering classroom? The KEEN framework was developed to combine theentrepreneurial mindset with engineering education to produce a more valuable, strategicallyprepared engineer, rather
Labora- tories, Bellcore (now Telcordia), and Rockwell International. He earned both his bachelor’s and master’s degrees in electrical engineering at Texas A&M University.Mr. Cameron Wesley Davis, Southern Methodist University I am a recent graduate of the Southern Methodist University Master’s of Science in Counseling Program.Laura A. Frazee, Southern Methodist UniversityJennifer Diane Boehm, Southern Methodist University TBD c American Society for Engineering Education, 2017 Successful Teaming Characteristics Revealed in an Intensive Design ExperienceIntroductionIn developing entrepreneurial mindsets within students, intensive design experiences
its entrepreneurial agenda 2.6 There are clear incentives and rewards for staff who actively support the institution’s entrepreneurial agenda 2.7 The institution gives status and recognition to other stakeholders who contribute to its entrepreneurial agenda3. Entrepreneurship development in teaching and learning: 3.1 The institution is structured in such a way that it stimulates and supports the development of entrepreneurial mindsets and skills 3.2 Staff take an entrepreneurial approach to teaching in all academic units, promoting diversity and innovation in teaching and learning 3.3 Entrepreneurial behavior is supported throughout the student university/college experience; from
regarding operations of engineering corporations andtheir paths to entrepreneurial success. Students were required to present in teams on a newbusiness idea related to the assigned engineering project of the course. Student learning was alsoassessed through surveys on the impact and effectiveness of integrating the entrepreneurshipcomponent into the first-year engineering class.IntroductionToday, numerous technology companies established by engineers are leading innovation andeconomic growth of the nation, which simultaneously strengthens the global economicleadership of the U.S. in science and engineering. However, many developing nations arerapidly developing their work forces in high tech fields and gaining comparative advantage inscience and
Engineering Network (KEEN) and provided by the University of New Haven(UNH), a KEEN partner institution. KEEN promotes engineering education by fostering anentrepreneurial mindset in students: “… beginning with curiosity about our changing world,integrating information from various resources to gain insight, and identifying unexpectedopportunities to create value. An engineer equipped with an entrepreneurial mindset is able tocreate extraordinary value within any type of organization. KEEN schools identify, nurture, anddevelop entrepreneurially minded engineers who will contribute to our national economicprosperity and secure individual fulfillment through a lifetime of meaningful work.”(engineeringunleashed.com)The UNH KEEN modules are intended to
that while entrepreneurship may involveventure creation, it is also the demonstration of a particular set of skills, knowledge and behaviorsused to identify and develop new opportunities. As Kuratko (2005) explains, “the characteristicsof seeking opportunities, taking risks beyond security, and having the tenacity to push an ideathrough to reality combine into a special perspective that permeates entrepreneurs” (p. 578).This paradigm shift in the conceptualization of entrepreneurship from an innate characteristic to adevelopable skillset, has led to the creation of several entrepreneurship education programs inmultiple institutions to impart entrepreneurial knowledge, instill entrepreneurial skills, anddevelop entrepreneurial mindset in
economy, and documentary film.Mr. Stephen Michael Misak, Rose-Hulman Institute of Technology Stephen Misak is an Engineering Physics Major Senior at Rose-Hulman University of Technology. Tim Balz and Stephen Misak co-founded the Make It Happen Program in Fall of 2015. While Stephen is pas- sionate about MEMS, laser systems, and sensor technology, he also is driven to find innovative solutions for improving the world, one cause at a time. c American Society for Engineering Education, 2017 Finding a passion and Making It Happen: A humanitarian framework for promoting an entrepreneurial and maker mindset through hands-on projectsThe Make It Happen program (MIH), at Rose-Hulman Institute of
learning experiences. The general focus of hasbeen on what students need to know to eventually behave as effective entrepreneurs. Most often,this involves the knowledge, skills, and experiences that will equip students with an‘entrepreneurial mindset’3. Exact definitions of ‘entrepreneurial mindset’ vary but generallyrefers to a focus on business skills and ‘entrepreneurial awareness’2–4.There is a growing body of research focused on measuring, teaching, and organizing the contentand concepts that students need to be effective entrepreneurs; however, little research hasexamined the preconceptions and misconceptions that engineering students have aboutentrepreneurship. Misconceptions involve cognitive actions that are based on incorrectunderlying
Duval-Couetil et al. note that the integration of entrepreneurship intoengineering courses is a “relatively new movement.”11 Engineering faculty do not necessarilyunderstand entrepreneurship or the entrepreneurial mindset.17 Faculty also feel that theengineering curriculum is already overcrowded9,18 and there is no space for entrepreneurship-related electives.19 Also, there is not yet a broadly-agreed upon entrepreneurship curriculum forengineering students, in terms of course structure, student population or pedagogy.11,17,19Engineering DesignThus, it is clear that there is a need to have a better understanding of how to implemententrepreneurship into engineering curricula. We argue that, rather than isolating entrepreneurshipwithin their own
things[4-6]. With alibrary card and some training, library users in over 420 public libraries can now access computer-aideddesign (CAD) software, 3D printers, and computer-numerical control (CNC) routers, and digitalrecording equipment[12-14].The entrepreneurial mindset involves an urge to identify opportunities for value creation, challengeestablished ideas, and positively view failure as iterative learning. Cultivating an ecosystem aroundentrepreneurship within and beyond the university environment is critically important for producing thegraduates who will creatively solve the problems of the 21st century[1]. To this point, the professionalsociety and publisher Institute of Electrical and Electronics Engineers (IEEE) partnered with
, stakeholder analyses, mass balance,sewage treatment, material properties and selection, sewage properties and conveyance,statics and stress, filtration and chemical precipitation) while playing the roles ofengineers, industrialists, elected officials, workers, scientists, public health officials,inventors, and city residents. In this course we introduce the entrepreneurial mindset to apopulation of students who may not think they are interested in the subject. Our role-playing game (RPG)-based approach is intended to attract students to entrepreneurialthinking and to introduce them to STEM-humanities integrative study, project-basedlearning, and other disciplinary content they may not have considered important to theirengineering careers. Near the
propagated beyond theoriginal developers. Case studies of institutionalization efforts provide lessons that could beapplied by others interested in institutionalization.IntroductionIntegration of innovation and entrepreneurship into engineering programs supports students’development of skills that are highly sought by employers, including effective communication,problem solving, multidisciplinary teamwork, using diverse contexts and constraints in designdecisions, and the ability to innovate.1–3 Development of these and other entrepreneurial skills,such as flexibility, resilience, creativity, and empathy, improve students’ job prospects, theirperformance in the workplace, and ultimately better prepare them to contribute to today’scompetitive, global
. IntroductionEngineering innovation and technology entrepreneurship—whether by a single founderestablishing a new venture or a multidisciplinary team within a large industrial firm—areembedded in cultural, legal, and physical contexts that constrain, facilitate, and otherwiseinfluence the innovation process. Within any entrepreneurial context, assessing and managing risks are high priorities.When it comes to environmental hazards and other threats to health and human safety, we facethe challenges of optimizing potential benefits while minimizing possible negative outcomes andmaking a profit—a formidable task, indeed. In the case of potentially catastrophic or avoidablerisk, we may find that a particular product or system should not be developed or
phenomenon in a particular way based on his or her unique experiences,perceptions, and mindsets (which may highlight or marginalize specific aspects of thephenomenon), and the aspects of the phenomenon that are present during his or her encounterswith the phenomenon11,12. Thus, an individuals’ way of experiencing a phenomenon will bedefined by a unique intersection of individual and environmental characteristics, and will alwaysbe incomplete.To illustrate this concept, we present the hypothetical, and much simplified, case of twoengineering students. The first engineering student, Philip, a senior in biomedical engineering,likes working across disciplinary boundaries and wants to change the world through human-centered design. The second engineering