/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
Paper ID #19571Implementing an Entrepreneurial Mindset Design Project in an IntroductoryEngineering CourseDr. Matthew James Jensen, Florida Institute of Technology Dr. Matthew J. Jensen received his bachelor’s degree in Mechanical Engineering from Rose-Hulman Institute of Technology in 2006. Matthew received his doctorate from Clemson University in 2011 in Me- chanical Engineering, focused primarily on automotive control systems and dynamics. He is currently an Assistant Professor of Mechanical Engineering, the ProTrack Co-Op Coordinator and Chair of the Gen- eral Engineering Program at Florida Institute of Technology
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 #18374Work In Progress: Incorporation of the Entrepreneurial Mindset into the In-troduction to Engineering CourseDr. Haolin Zhu, Arizona State University Dr. Haolin Zhu received her Ph.D degree in Solid Mechanics and Computational Science and Engineer- ing from Cornell University. She is part of the freshmen engineering education team in the Ira A. Fulton Schools of Engineering at Arizona State University. Currently she focuses on designing the curriculum for the freshman engineering program as well as the NAE Grand Challenge Scholars Program. She also designs and teaches courses in mechanical engineering at ASU
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
students in this major is critical. The Computingfield offers a unique opportunity for exciting industry-sponsored mini-projects that involvehands-on experience and link the applicability of computing skills to the industry world.Technical understanding is essential to engineering. But engineers find success and personalfulfillment when they couple these skills with a mindset to create extraordinary value for others.Our mini-project aims at providing an immersive experiential learning experience that introducesstudents to engineering entrepreneurial-minded principles[1] (EML). In this paper, we discuss the design of a seven week long lab offered in the beginning ofthe freshman year, where students get real world experience on cyber
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
CivilEngineering Program Specific Criteria (CEPSC) and assessment of student work (Table 1).Table 1. Relationship between KEEN Outcomes and the Proposed ABET Criterion 3 and Civil Engineering Program Specific Criteria Entrepreneurial Mindset Curiosity - demonstrate constant curiosity about our changing world - explore a contrarian view of accepted solutions Connections - integrate information from many sources to gain insight - assess and manage risk Creating value - identify unexpected opportunities to create extraordinary value
Paper ID #19601Building an Entrepreneurial and Innovative Culture in a University Mak-erspaceVictoria Bill, New York University, Tandon School of Engineering Victoria Bill is the MakerSpace Lab Manager and an adjunct professor in the First-Year Engineering Program at NYU Tandon School of Engineering. She studied electrical engineering and received her B.S. from the Ohio State University and her M.S. from the University of Texas at Austin.Anne-Laure Fayard, New York University, Tandon School of Engineering c American Society for Engineering Education, 2017 Building an Entrepreneurial and
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
Engineering Education, 2017 Incorporating Entrepreneurially Minded Learning into a Junior/Senior Level Mechatronics Course Project Covering Dynamic Systems, Modeling, and ControlAbstractAt Lawrence Technology University, a junior/senior level mechatronics course within theundergraduate mechanical engineering program was modified to include entrepreneurially mindedlearning content in existing problem-based learning activities. The real-world projectsincorporated modeling and analysis of dynamic systems, selection and integration of sensors andactuators, and feedback control. This study assessed the course modifications based on studentbehaviors corresponding to an entrepreneurial mindset. The entrepreneurial
serves as Faculty Advisor for the American Institute of Aeronautics and Astronautics Student Chapter at LTU, chair of the First Year Engineering Experience committee, chair for the LTU KEEN Course Modification Team, supervisor of the LTU Thermo-Fluids Laboratory, coordinator of the Certificate/Minor in Aeronautical Engineering, and faculty advisor of the LTU SAE Aero Design Team. Dr. Gerhart conducts workshops on active, collaborative, and problem-based learning, entrepreneurial mindset education, creative problem solving, and innovation. He is an author of a fluid mechanics textbook. c American Society for Engineering Education, 2017 Embedding Fluid Power into Fluid Mechanics and
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
goal of this research is to develop and disseminate aversatile rubric that can be used for formative assessment in a variety of settings involvingstudent-client interactions.Motivation and Prior WorkThe research presented here was initially motivated by continuing efforts at Ohio NorthernUniversity (ONU) to instill an “entrepreneurial mindset” in its engineering students. Colleges inthe Kern Entrepreneurial Engineering Network (KEEN) are both developing and promoting anew educational paradigm that not only includes instruction in the technical fundamentals ofengineers but also incorporates an introduction to business principles, insight into the importanceof customer awareness, and a focus on societal needs and values.1 According to the
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
theirwork but also a broad entrepreneurial mindset with a clear understanding of the societalunderpinnings of engineering decision making and the need to address diversity [12-15].Additionally, the ways in which students can be engaged through the use of online educationalresources, and the corresponding use of online tools to assess student learning, have changed theways in which students can access educational opportunities as well as dramatically altered cost-of-delivery models of education [16].More broadly, data from industry suggests, and have been supported by recent Gallup surveys,that the attitudes, behaviors, and motivations (what one might call “mindsets”) of engineeringgraduates are increasingly important to their future careers
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