some point later on in their careers, and also a generalquestion as to whether or not successful venture creation should be the primary metric by whichthe success of entrepreneurial education is judged. The Kern Entrepreneurial EngineeringNetwork (KEEN) model suggests that venture creation is just one potential aspect of successfulentrepreneurship education, and that the development of an ‘entrepreneurial mindset’, in whicheducators work to foster creativity and opportunity identification, results in graduates that arebetter prepared to solve meaningful problems within existing workplaces, in addition to startingnew ventures to address challenges [7], [8].A more recent review by Nabi, Liñan, Fayolle, Krueger, and Walmsley [9
systems, resilient and fault-tolerant control, and networked control systems. His teaching interests include controls and automation, electric circuits, signals and systems, engineering economics, electromagnetics, and integrating the entrepreneurial mindset with an engineering mindset in core engineering courses. He received the Professor Henry Horldt Outstanding Teaching Award in 2015.Dr. Khalid S. Al-Olimat P.E., Ohio Northern University Dr. Khalid S. Al-Olimat is professor and chair of the Electrical & Computer Engineering and Computer Science Department at Ohio Northern University (ONU). He obtained his BS in Electrical Engineering from Far Eastern University in 1990, the MS in Manufacturing Engineering from
Paper ID #26195Humanitarian Entrepreneurial Multi-Year Interdisciplinary BmE CapstoneDesign Course to Enable the Continued Supported Employment of PersonsWith DisabilityDr. Charles J. Robinson, Clarkson University Director, Center for Rehabilitation Engineering, Science, and Technology (CREST), and Shulman Pro- fessor of Electrical and Computer Engineering, Clarkson University, Potsdam, NY. Adjunct Professor, Department of Physical Medicine and Rehabilitation, SUNY Upstate Medical University, Syracuse, NY. c American Society for Engineering Education, 2019 Humanitarian Entrepreneurial Multi-Year
framework is desired to give students more direction and structure sothat their capstone projects (or senior design projects) can be expanded to have more relevantmarket value. The intent of the entrepreneurial approach is not to graduate students who willstart their own businesses (although some of the engineering alumni have already done so), butto motivate and create value for themselves and their employer that benefits society bydeveloping their entrepreneurial mindset [1] [2] [3] [4].Based on the authors’ experience, some students have a hard time coming up with a project thatmeets the requirements for the capstone course. This paper describes attempts to introduceentrepreneurial concepts integrated into a capstone course, given in this paper
Creativity and CuriosityAbstractThe nature of student mindset has been often probed in the recent engineering education literature. In thispaper, we revisit a multi-year study to provide updated on a particular facet of mindset in engineeringeducation we find particularly revealing – the misunderstood link between creativity and other mindsetfactors such as creatvity. This entrepreneurial mindset instrument used to investigate mindset ofengineering and computer science students was utilized at a private liberal arts university in the UnitedStates and first reported as a study on Dweck mindset among first through fourth year students.In this brief work in progress paper, we revisit this survey to determine the link between creativity andcuriosity
skills.Regarding practice of customer discovery skills through interviews, students identified four areasin which they desired additional improvement: (a) formulating the right question, (b) contactidentification within the market, (c) guiding discussion for useful customer feedback, and (d)interview presence. This paper provides valuable information for institutions interested inpursuing an I-Corps Site grant and to those who already have a grant but are looking foradditional ways to further enhance program impact on their campus.I. IntroductionIn today’s global market economy, equipping engineering students with a broader set of skillsassociated with an entrepreneurial mindset will empower them to create value for the companiesthey join or their own
embody a shift in an entrepreneurial mindset, revealing how studentsultimately move forward with what they want to change in themselves and in the world. Theimportance of this shift is underlined by the fact that the next 10 years will bring more than abillion new young people to the global work force and their working lives are estimated to beeven more entrepreneurial than previous generations [5]. Personal characterizations (emotions and motivation) of the modern engineeringstudent have received limited research attention. Regardless of whether a student makesinnovation or entrepreneurial career their primary goal, this paper introduces discussion topreserve a path of sustainable well-being and fairness for men and women entering
workforce is needed to understand why these thingsare occurring and what pedagogies can be altered, added, removed, or enhanced to alter the rapiddecline of these underrepresented students in engineering.Studies show that extensive efforts have been made in the first year of engineering programsacross the nation to increase retention. However, these changes have not necessarily resulted inreducing the number of students who change majors or leave the university during their secondyear in engineering. The knowledge gaps regarding practices to create a more inclusiveenvironment for engineering students are still being studied in regard to shaping an engineeringidentity, fostering an entrepreneurial mindset, and implementing pedagogical approaches
Paper ID #24668EML Indices to Assess Student Learning through Integrated e-Learning Mod-ulesDr. Ronald S. Harichandran, University of New Haven Ron Harichandran is Dean of the Tagliatela College of Engineering and is the PI of four grants related to the development of an entrepreneurial mindset in students by utilizing integrated e-learning modules and experiential learning opportunities. Through these grant entrepreneurial thinking is being integrated into courses spanning all four years in seven ABET accredited engineering and computer science BS programs, and 75 engineering and computer science faculty at 53 other
Paper ID #25549Iron Range Engineering - An Overview of Design and Open-Ended ProblemSolving Activities in an Interdisciplinary, Project-based Learning ProgramDr. Elizabeth Pluskwik, Minnesota State University, Mankato Elizabeth leads the Engineering Management and Statistics competencies at Iron Range Engineering, an ABET-accredited project-based engineering education program located in northern Minnesota. She enjoys helping student engineers develop entrepreneurial mindsets through active and collaborative learning in the classroom, on project design teams, and while out on co-op placement. Her prior education and industry
, isn’t that what engineering is all about? VIII. Assessment of the Innovation Challenge Module1. Assessment using KEEN framework In order to assess the impact the module had on the students, the students were given the KEENframework on skillset and mindsets and were asked to circle the skillset they thought they acquired throughthe innovation challenge. In most design courses, majority of the focus is on the objectives listed under the“Design” in Figure 8 and rarely any thought goes into the objectives shown under “Opportunity” and“Impact” category. Figure 8 KEEN’s framework for entrepreneurial minded
ethics module in Ethics Seminar course by assessing theimpact of the integrated e-learning module on: 1. knowledge of code(s) of ethics 2. using code(s) of ethics for ethical reasoning 3. conducting ethical reasoning 4. FE exam ethics section preparedness 5. ethical behavioral growthOnline Ethics ModuleThe University of New Haven developed a series of 18 online learning modules as part of their effort todevelop the entrepreneurial mindset of their engineering and computer science students [18]. Theuniversity’s plan is to integrate the modules into core engineering, and applied science courses and doesnot plan to use the modules outside off core classes. Content experts developed the modules with an onlineeducation
Sky’s the Limit: Drones for Social Good courseincludes critical aspects that relate to multiple engineering disciplines, which allows students toidentify the connections between drones and their particular engineering concentration. Thecourse is also multi-disciplinary and encourages critical social reflection. Students consider abroad range of applications of drones with the goal of promoting social good. The courseculminates in an entrepreneurial project that incorporates knowledge and skills from severalengineering disciplines in the context of engineering for social good.Research has found that female, Black, and/or Latinx engineering students are drawn to pursuingcareers that they identify as promoting social justice and a greater social
]. Leaders of UnitedStates multinational organizations remain challenged to understand cultural differences withoutpossibly jeopardizing efficiency and performance when doing business across borders[2][15][31][37][57][64]. MENA and Western cultures differ in organizational culture [21][34]. The MENA regionis diverse and consists of a myriad of unique cultures. Different regions within MENA adhere todifferent ways of life, characteristics, behaviors, dialects, and mindsets creating communicationgaps that may cause problems for Western organizations. Business people from Westerncountries need to realize that making a deal with Arab executives is different from makingbusiness deals at home. Oueini [53] conducted research on a Western versus
entrepreneurship and entrepreneurial leadershipand related concepts (entrepreneurial mindset)’. However, there was no explicit reference tocreativity. As an exception, all four MSc programs in the Electronics and Electrical EngineeringDepartment at Liverpool John Moores University (LJMU) have the module ‘Professional andLeadership Skills’ as the core. This module has dedicated sessions addressing creativity, inaddition to having creativity embedded throughout the teaching, learning, and assessmentprocesses; it is the focus of our study here.What is still missing from this picture? Why do so many engineers still consider creativity to be aminor topic, both in general and in terms of management/leadership? Could their perceptions ofcreativity be part of the
derived from one culture but then decontextualized from this culture and traveled to othercultures. For instance, dominant images of American engineering education such as student-centered, active learning, outcome-based assessment, and the entrepreneurial mindset originatedin the United States but have become global forms and traveled to other places in the worldincluding China. The global nature of these dominant images also provides a methodologicaljustification that explains why we should learn the dominant images of American engineeringeducation before we discuss Chinese engineering education. A major goal of Chineseengineering educators is to respond to those globalized images of engineering educationtraveling from the United States. In
, electric circuits, signals and systems, engineering economics, electromagnetics, and integrating the entrepreneurial mindset with an engineering mindset in core engineering courses. He received the Professor Henry Horldt Outstanding Teaching Award in 2015.Dr. J. Blake Hylton, Ohio Northern University Dr. Hylton is an Assistant Professor of Mechanical Engineering and Coordinator of the First-Year Engi- neering experience for the T.J. Smull College of Engineering at Ohio Northern University. He previously completed his graduate studies in Mechanical Engineering at Purdue University, where he conducted re- search in both the School of Mechanical Engineering and the School of Engineering Education. Prior to Purdue, he
betweenentrepreneurial self-efficacy and counterfactual thinking, the findings show that the morepositive affect of the counterfactual, the more entrepreneurial self-efficacy increases whileengaging in counterfactual thinking, but an entrepreneur’s disposition may be a mediating effect[35]. In the case of negotiators, it was found that additive counterfactual thoughts regarding pastnegotiations increased the performance of negotiators in future negotiations, demonstrating howthey learned from past experiences [36].In an editorial in the Journal of Vocational Behavior, Tinsley [37] remarked that there is a lackof, and therefore a need for, studying early career professionals and their transition from schoolto the workplace. Feij, Whitely, Peiró and Taris [38
interesting to a larger population, that maybe enough to encourage the potentially diverse, non-engineering population to get involved at themakerspace. Encouraging interdisciplinary activities not only increases usage of the makerspace[4], especially with Entrepreneurial majors, but also increases the diversity of those who use thelab space [3] [4] and their overall interaction [2].One of the most commonly noted best practices involves the creation of a sense of communityand a collaborative culture. This has been noted in multiple articles, including those based oninternational makerspaces [4] as well. In general, the sense of community often originates fromsimply allowing the students to participate in the governing and daily operation of
of the similarities and diversity between countries. Besides theawareness of cultural diversity and gaining a global mindset, such development ofattitudes also includes an increase in their self-confidence, adaptability or flexibility. TABLE 9 STEPWISE MULTIPLE REGRESSION RESULT IN ATTITUDES DIMENSION (MODEL I1-ATTITUDES) (N=507) Variables B SE Beta(β) t p Gender -.052 .046 -.052 -1.138 .256 Degree -.080 .040 -.093 -1.983 .048* School Ranking .081 .044 .085 1.831 .068 International Tourism .117 .042
advice from an industry professional. This should be part of professionaldevelopment.Other topics emphasized at Baylor University are creativity, connections and creating value.Baylor University is part of the Kern Entrepreneurial Engineering Network (KEEN). KEEN is“a national partnership of universities with the shared mission to graduate engineers with anentrepreneurial mindset so they can create personal, economic, and societal value through alifetime of meaningful work” [28]. This is accomplished by incorporating entrepreneuriallyminded learning (EML) into the classroom, instilling curiosity, connections, and creating valuein the students. What results is a mindset and skillset which prepares Baylor University studentsto be competitive in
University Barbara A. Karanian, Ph.D. , Lecturer, formerly visiting Professor, in the School of Engineering, in the Mechanical Engineering Design Group at Stanford University. Barbara’s research focuses on four ar- eas: 1)grounding a blend of theories from social-cognitive psychology, engineering design, and art to show how cognition affects design; 2) changing the way people understand the emotion behind their work with the intent to do something new; 3) shifting norms of leaders involved in entrepreneurial-minded action; and 4) developing teaching methods with a storytelling focus in engineering and science educa- tion. Founder of the Design Entrepreneuring Studio: Barbara helps teams generate creative environments
Engineering Education and Outreach at Tufts. His current engineering education research interests focus on community engagement, service-based projects and examining whether an entrepreneurial mindset can be used to further engi- neering education innovations. He also does research on the development of reuse strategies for waste materials.Dr. Daniel Knight, University of Colorado, Boulder Daniel W. Knight is the Program Assessment and Research Associate at Design Center (DC) Colorado in CU’s Department of Mechanical Engineering at the College of Engineering and Applied Science. He holds a B.A. in psychology from Louisiana State University, an M.S. degree in industrial/organizational psychology and a Ph.D. degree in
their communities. His research explores the topics of entrepreneurial mindset, innovation, well-being, leadership, interpersonal skills, and other 21st century competencies. Mark has experiences in teaching and mentoring engineering students in human-centered design, social entrepreneurship, hu- manitarian engineering, leadership, and mindfulness.Dr. Jared Joseph Schoepf, Arizona State University Jared Schoepf is the Director of Operations for Engineering Projects in Community Service (EPICS) at Arizona State University. Jared received his PhD in Chemical Engineering at ASU, developing a tiered approach to rapidly detect nanomaterials in the environment and consumer products. Jared has been a lecturer of EPICS for 4
Colorado Boulder.Dr. Samantha Ruth Brunhaver, Arizona State University Dr. Samantha R. Brunhaver is an Assistant Professor within The Polytechnic School, one of six schools in the Ira A. Fulton Schools of Engineering at Arizona State University. She is a mixed-methods researcher with focus on the preparation and pathways of engineering students. Her specific research interests include engineering student persistence and career decision-making, early career engineering practice, faculty pedagogical risk-taking, and entrepreneurial mindset. She completed her B.S. in Mechanical Engineering at Northeastern University and her M.S. and Ph.D. in Mechanical Engineering at Stanford University. Prior to ASU, she worked as an
- mation (NEET) program at MIT. Together with faculty co-leads Ed Crawley, Ford Professor of Engineer- ing at MIT and founding president of Skolkovo Institute of Science and Technology, Russia and Anette ”Peko” Hosoi, associate dean of the MIT School of Engineering and Neil and Jane Pappalardo Professor of Mechanical Engineering, Mitra is co-leading what is arguably one of the most impactful initiatives in higher education today, an initiative launched by MIT’s School of Engineering in 2016 to reimagine and transform MIT’s undergraduate engineering education. Mitra has led and grown entrepreneurial educational ventures both in the corporate world as well as in academia. He transformed a small e-learning R&D group
institutional priorities and culture.This framework aspires to serve as a holistic scaffolding for educating next generation globalcitizens, not just next generation engineers. As the NAE states, “addressing the NAE GrandChallenges will require the efforts and talents of many graduates educated in a range ofengineering and non-engineering disciplines.” As such, “the goal of each institutional [GCSP] isto prepare students for the multicultural, multidisciplinary, entrepreneurial, socially consciousglobal engagement needed for 21st century engineering” [3].It has been a decade since the NAE’s seminal report and the inaugural Summit on the NAEGrand Challenges for Engineering at Duke University, where the NAE moved to endorse theGCSP as an educational