Conference Session

Engineering Management Division (EMD) Tech Session 2: Course-level strategies to positively impact student learning and experiences

Collection

2023 ASEE Annual Conference & Exposition

Authors

Jonathan Eckhardt, University of Wisconsin - Madison; Minah Park, University of Wisconsin-Madison; Molly Carnes; Jennifer Sheridan, University of Wisconsin - Madison; Markus Brauer, University of Wisconsin - Madison; Brent Goldfarb; Subrahmaniam Tangirala, University of Maryland, College Park

Tagged Topics

Diversity

Tagged Divisions

Engineering Management Division (EMD)

-efficacy by asking four items on a 5-point scale (1= notconfident at all; 5=completely confident): “how confident are you in your ability to engage in thefollowing activities related to being an entrepreneur or an individual who starts a company, eitheralone or with others? 1) successfully identify new business opportunities, 2) create new products,3) think creatively, and 4) start a business with a new idea. The items were averaged to calculatethe entrepreneurial self-efficacy variable.Entrepreneurial identity aspirations We asked six items to assess the entrepreneurial identity aspirations measure on a 5-pointscale (1 = strongly disagree; 5 = strongly agree): “I think I can become an entrepreneur,” “I cansee myself as an entrepreneur

Conference Session

Joint Technical Session: Engineering Leadership Development Division and Engineering Management Division

Collection

2023 ASEE Annual Conference & Exposition

Authors

James N. Magarian, Massachusetts Institute of Technology; Reza S. Rahaman, Massachusetts Institute of Technology

Tagged Divisions

Engineering Leadership Development Division (LEAD), Engineering Management Division (EMD)

(EL), synchronized to the lab, where students study theacademic background underlying the leadership capabilities prior to the related Leadership Lab anddiscuss and reflect on the lessons learned following a given lab, and 3) one from a number ofelective courses that fulfill a Design and Innovation Leadership Requirement (D&ILR), whichfocuses on the engineering design process and the roles of teamwork and leadership therein.Incorporating alumni outcomes measurement in a longitudinal assessment planEarly in its history, GEL began periodically conducting pre-/post- program assessments rooted inmeasurement of students' self-efficacy beliefs [15] pertinent to learning objectives underlying theCapabilities of Effective Engineering Leaders (see

Conference Session

Engineering Management Division (EMD) Technical Session 1

Collection

2024 ASEE Annual Conference & Exposition

Authors

Chun Kit Chui, University of Hong Kong; Norman C. Tien, University of Hong Kong

Tagged Topics

Diversity

Tagged Divisions

Engineering Management Division (EMD)

. Levy, C. Forest, R. L. Nagel, W. C. Newstetter, K. G. Talley and J. S. Linsey, “Relating Student Participation in University Maker Spaces to their Engineering Design Self-Efficacy,” in ASEE Annual Conference & Exposition, 2016.[34] Passow, Honor J., and Christian H. Passow. “What competencies should undergraduate engineering programs emphasize? A systematic review,” Journal of Engineering Education 106.3 (2017): 475-526.[35] Sutardja Center for Entrepreneurship & Technology, University of California, Berkeley. https://scet.berkeley.edu/[36] Harvard Innovation Labs, Harvard university. https://innovationlabs.harvard.edu/[37] Chun Kit Chui, Lei Yang, Ben Kao. “Empowering Students in Emerging Technology: A Framework for

Conference Session

Engineering Management Division (EMD) Technical Session 3

Collection

2024 ASEE Annual Conference & Exposition

Authors

Diego Alejandro Polanco-Lahoz, Texas Tech University; Jennifer A Cross, Texas Tech University

Tagged Divisions

Engineering Management Division (EMD)

extracting the data and specifically the goalof the research. One researcher analyzed all 26 studies and found different patterns of goals,which were discussed with and verified by a second researcher. The majority of the studies weredivided into managerial and individual factors establishing a relationship with OR and emergentcapabilities of OR from case studies. Thus, the first category is “Managerial and IndividualFactors Establishing a Link with Organizational Resilience at any Level”, which are studies thatanalyze Managerial concepts (e.g., organizational response, organizational sustainability,organizational myopia, institutional effectiveness) and Individual factors (e.g., self-efficacy,personal resilience, leadership style) evaluating the