toquickly provide value for their employer or their own company.Many schools are offering courses and extra curricular resources for students that are interestedin developing new products. Stanford and Case Western University continue to excel atproviding both an environment and curriculum that supports undergraduates, graduates andfaculty in their entrepreneurship endeavors. There is a natural fit between engineering andentrepreneurship education. However, it takes more than marrying the two disciplines. Thewhole school needs to embrace entrepreneurship and new product development. New productdevelopment is a mindset that must be cultivated and nurtured at every level and corner of acampus. In other words, Entrepreneurship must be embedded within
pivot and change. • Be inspired to pursue life-long learning by approaching storytelling from an analytical and entrepreneurial mindset. We also believe that the methods in the course and the conceptual process found inStorytelling Based Learning will provide students learning skills in: • Developing a deeper understanding of others through creative story expression. • Designing models that inform methods that predict engagement responses to Page 26.1498.10 effective works. • Designing engineering design prototypes that test and validate a story model
particular the way businesses viewsociety, into the education of engineers 8,9,10,11,12,13 . As engineering educators, strive to produce“industry-ready” engineers - graduates who use their technical expertise to bring value to an exist-ing organization 14,15 . Although reliable numbers are difficult to come by, it seems clear that thereare more engineers entering established industries than creating their own start-up companies. Aseducators we have responded by focusing on fostering an “entrepreneurial mindset” - a collectionof skills, knowledge and attitudes that will enable engineers to both amplify the value they provideto large industries (intrepreneurs) and form their own start-up companies (entrepreneurs).A common theme that arises for both
, and the theory of action is that the combination of coursework experiences,internship experiences, mentorship, and other job-related experiences provided by the TIP, thatwe would see an increase in intrapreneurial competencies and dispositions as measured by ICMSand the Intrapreneurial Motivation Scale. Furthermore, we collected data from the students abouttheir perceptions of TIP to lead to new skills and mindsets, and we added this to our array of datato help us understand the efficacy of TIP to increase intrapreneurship within our graduates.Cohort 1 is comprised of a diverse group of 16 students (8 men, 8 women, 8 ethnic minorities) ina Department of Electrical and Computer Engineering (ECE). Students attended lectures byprominent
Paper ID #8751The Traditional Engineer vs. The Innovative EngineeerDr. Daniel Michael Ferguson, Purdue University, West Lafayette Daniel M. Ferguson is the recipient of three NSF awards supporting research in engineering education. Prior to coming to Purdue he was Assistant Professor of Entrepreneurship at Ohio Northern University and Associate Director of the Inter-professional Studies Program and Senior Lecturer at Illinois Institute of Technology. His research interests include engineering innovativeness, entrepreneurial engineering, teamwork, and mindset changes and learning strategies of both engineering students
capabilities of is surprisingly sparse. The team’s literature reviewdiscovered no publications aimed explicitly at defining educational outcomes to supportintrapreneurship. Page 23.17.2While there are at least thirty papers in engineering education literature that refer tointrapreneurship and the need for an entrepreneurial mindset in corporations,2,3,4,5,6,7,8,9,10,11 theauthors were not able to find any papers that discussed the roles of engineers as innovators incorporations nor the substantive differences between entrepreneurship and intrapreneurship.Most papers focus on the methods and content of courses to develop innovative orentrepreneurial
Stanford Graduate Science and Engineering Fellow. Eskandari is a recipient of ASEE’s Early Engineering Educator Award and the prestigious K. Patricia Cross Future Leaders of Higher Edu- cation Award from the Association of American Colleges and Universities.Dr. Ville Mikael Taajamaa, City of Espoo Dr.Ville M. Taajamaa, research and teaching focuses on new product development and engineering edu- cation especially in the context of sustainable development. The main focus in his research is the creation of new models and metrics for entrepreneurial, innovative and interdisciplinary engineering education where emphasis is more in the first phases of the engineering process when the problem space is spanned in order to find
workshops were designed to help students think more creatively in their class projectsand practice a growth mindset [14] through short exercises demonstrating cognitive biases,barriers, and traps that prevent people from finding creative, novel solutions to problems.Thereby, we hope that students would be less likely to fall into these traps. According to a recentstudy by Burnette et al. [15], students in a growth mindset intervention, relative to the control,reported greater entrepreneurial self-efficacy and task persistence on their main class project andimprovement in their academic and career interests. Reducing the negative effect of the cognitivebiases, barriers and traps requires deliberate and repeated practice of CPS techniques. Althoughwe
business plan competitions, speaker series, student entrepreneurship clubs, andseminars. At LTU, the grant provided the funding to integrate the existing entrepreneurialprograms into a new innovative interdisciplinary program focused on developing the“entrepreneurial mindset” on our campus. The skills associated with the entrepreneurial mindsetare communication, teamwork, leadership, ethics and ethical decision-making, opportunityrecognition, persistence, creativity, innovation, tolerance for ambiguity, risk analysis, creativeproblem solving, critical thinking, and business skills (including marketing, financial analysis,and strategic planning). The course described within this paper (EME 4981 Creative ProblemSolving) was one of the courses
entrepreneurial behavior of engineers”,3 we queried engineering educators to see what terms came most readily to their minds when thinking about ‘innovative and entrepreneurial engineers,’ in terms of characteristics, actions, and mindsets. Using information provided by respondents, we investigated how views differ based on level of experience or knowledge associated with I&E as part of engineering education? 2. What role does the community think I&E should have as part of undergraduate engineering education? Engineering schools and departments are challenged to prioritize and find space for all of the competing foci, such as sustainability, global, green, research or civic engagement, that
, 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
later, a wide variety of business experiences in international companies, and startup experiences. This has helped him lead a very successful industry career. Currently he is using his technical business experiences to develop and run innovation and entrepreneurial programs for the Engineering Innovation Center, a 20,000 sq ft rapid prototyping facility. These in- clude Aggies Invent, TAMU iSITE, Inventeer, and Pop Up Classes. In addition, he mentors multiple entrepreneurial teams. Formerly he was a Senior Vice President of Fujitsu Network Communications, headquartered in Richard- son, Texas. With over 30 years of experience in telecommunications, Rodney was responsible for de- veloping partnerships with
realities; integrating business concepts and entrepreneurship using case studies; multi-scale approaches and innovation into various engineering discipline’s projects; creative problemsolving; reviews of learning models; developing a culture of experimentation; social innovationnetworks; designing for an unknown future; improved teaching-learning process; collaborativeteaching; developing an entrepreneurial mind-set; business engineering programs; and,vertically-integrated teams.For integrating innovation into “Academic / University / Industry Partnership” focused literature[109 – 121], topics and coverage includes: Europe vs. other geographies; integrating atechnology ventures program; makerspaces; research and commercialization collaboration
fundingfrom the Kern Family Foundation’s KEEN program. The goal of the course is twofold: First, weseek to introduce students to the broader context of engineering that installs a mindset acceptingcommercialization as a natural part of the introduction of new technologies. Secondly, we seek toprovide the students with a “toolbox” of skills to understand the business world and to assess thecommercial context and viability of new technologies.1.0 IntroductionIt is agreed by those pondering the future of engineering education1-4 that innovation andentrepreneurship (I & E) must be part of the experience that graduates entering the moderncompetitive and global workplace must possess. At our institution, and many other educationalinstitutions
; some universities have policies that require students and/orthe institution receive compensation, which may discourage some potential industry partners;and industry software development does not typically operate on schedules compatible with thebeginning and ending of academic terms. As we discuss in the following section, educators haveattempted different approaches to identifying realistic software projects, but doing so is often atodds with adopting Agile methods. Meanwhile, students in Entrepreneurship programs also require experiential learning totransition from a “novice entrepreneurship mindset” to practice entrepreneurial processes anddevelop practical skills [6]. Conveniently, Ries [7] pioneered the Lean Startup approach, which
system that not only has a significant effect on studentacademic and career success but also the Gross Domestic Product of the community.Many universities already have programs in place where ‘Learn By Doing’ principles can beleveraged to assist students entering entrepreneurial endeavors. A few of these are: • Cal Poly (San Luis Obispo, CA) – “The Cal Poly Center for Innovation and Entrepreneurship (CIE) helps students and community members acquire the tools, develop the skills, and cultivate the mindset of an entrepreneur so that they may create economic and social value throughout the world.” 27 • Purdue University (West Lafayette, IN) – The Burton D. Morgan Center for Entrepreneurship has a Certificate
privacyand safety, intellectual property, clinical trials, the technical complexity of the devices, and ourevolving understanding of disease diagnosis and treatment – the path to innovation seemed longand the barriers high. Furthermore most biomedical engineering students will becomeintrapreneurs at large or mid-sized companies. But going where the barriers are high and thepathways to innovation are challenging seemed to provide an excellent pedagogical opportunityto impart a deep entrepreneurial mindset and spirit.The Product Archaeology Canvas was created in an effort to mirror in the classroom the complexdecision making process that takes place inside mature medical device companies. Constraintscome from within the company (e.g. path dependencies
University in Education Technology. Masters from Texas A&M Commerce in Engineering Technology. Currently the Facility Manager of the Texas A&M Engi- neering Innovation Center. c American Society for Engineering Education, 2015 Assessment of Student Outcomes in a 48-Hour Intensive Innovation ExperienceIntroductionRecent reports (1, 2) have highlighted the need to promote development of innovativeskills and entrepreneurial mindsets among undergraduate engineering students. Thispaper will focus on a new extracurricular 48-hour weekend Intensive InnovationExperience (IIE) designed to provide teams of engineering undergraduates opportunitiesto pursue rapid development of hardware
into engineering, and engineering in K-12.Dr. Robert E. Kleine III, Ohio Northern University Page 25.317.1 c American Society for Engineering Education, 2012 Closing the Assessment Loop: A Faculty Training ProtocolFaculty members desiring to integrate activities that cultivate in students elements of theentrepreneurial mindset into their courses – such as effective collaboration in a team setting orcritical & creative thinking applied to ambiguous problems – benefit from criteria to guidedevelopment of those activities1,2. Faculty members also need criteria for assessing
survey representatives from bothindustry and education on the strengths and weaknesses of mechanical engineering graduates,lists entrepreneurship and business processes among the most commonly cited missingcomponents in ME curricula [2]. The ability of mechanical engineering graduates to meet thechanging needs of employers depends heavily on the ability of these engineers to understandtheir customer in terms of economics, customer needs, and value proposition. Incorporatingengineering entrepreneurship into the ME curriculum provides students with these skills and withthe mindset necessary to better prepare them to enter the workforce [3].One important reason to incorporate engineering entrepreneurship into the engineeringcurriculum is to spur
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
engineering plastics were by manufacturers. Page 25.252.5The point for engineering educators interested in entrepreneurship perspectives for studentsis that those students will need the basics of innovation and entrepreneurship no matter wheretheir careers are going to take them. Innovation is not just something that R&D departmentsdo.Innovation is a skill and it does not require extensive training, capital investment, orfacilities. It does require a mindset of being innovative with the available resources. Indeed,resource constraints are often the best motivators for innovation. Rose-Hulman Ventures haslearned that input from all sources is
courses to promote more business acumen among engineers. Many provide aninterdisciplinary experience with engineers working with business majors10,11,12,13,14,15,16.Thoughts on innovation have advanced beyond a narrow view of entrepreneurship.Intrepreneurship refers to the application of the same types of principles for innovation withinlarge organizations. Social entrepreneurship describes innovative solutions for societal problems.In recognition of this expanded view, the Kern Entrepreneurship Education Network (KEEN) ofroughly twenty engineering programs nationwide seeks to instill the entrepreneurial mindset instudents17. Page 23.1404.3Clearly
’ Development of More Comprehensive Ways of Experiencing InnovationIntroductionRecent years have seen an increased emphasis placed on innovation among engineering students.This is evident in the variety of courses, workshops, programs, and communities that currentlysupport innovation and innovation learning1–4. Likewise, there is a growing volume of researchdedicated to understanding the contexts, conditions, and experiences that promote innovativeoutcomes, knowledge, skills, and mindsets among engineering students5–9. Collectively, theseinvestigations and efforts paint a complex and diverse landscape of engineering innovation andstudent learning. Within this landscape, innovation can take many forms, arise from differentconditions, and
. 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
design.Certainly, techniques in conceptual design have traditionally included the act of sketching, andoutlining key characteristics of a product, service or experience early on in the design processwith the goal of initiating creative reflection and planning subsequent phases16. Storytelling is anatural extension. It facilitates every aspect of the design process. The history of entrepreneurialopportunity and research show formal applications amongst other design activities in theevolution of engineering design from Boston to Silicon Valley ---- due to the way companiesperceive innovation phases17.The power of first moments in entrepreneurial storytelling18 show how a degree of ambiguity inthe study and teaching approach adds anticipation and preserves
awareness, multi-disciplinary teamwork and entrepreneurial mindset development. Paper presented at: ASEE Annual Conference and Exposition; 20-23 June, 2010; Louisville, KY.6. Barrington L, Duffy J. Maximizing benefits of service-learning in engineering. Paper presented at: ASEE Annual Conference and Exposition; 20-23 June, 2010; Louisville, KY.7. Coyle EJ, Jamieson LH, Oakes WC. EPICS: Engineering projects in community service. International Journal of Engineering Education. 2005;21(1):139-150.8. Nelson L. Research and development strategies for innovations that alleviate poverty. Studies in Material Thinking Journal. 2011;6:http://www.materialthinking.org/papers/65.9. Hart SL. Capitalism at the Crossroads
Engineer of 2020. 2004, Washington, DC: National Academies Press.2. Kisenwether, E. & Matson, J. V., Launching an undergraduate engineering entrepreneurship program. Paper presented at the Annual Conference of the American Society for Engineering Education. 2002. Montreal, Quebec, Canada.3. Mann, C. & High, K.A., A pilot study for creativity experiences in a freshman introduction to engineering course. Paper presented at the Annual Conference of the American Society for Engineering Education. 2003: Nashville, TN.4. Reid, K.J. & Ferguson, D.M., Enhancing the entrepreneurial mindset of freshman engineers. Paper presented at the annual conference of the American Society for Engineering
ourstudents' use; this is the driving motivation behind our seeking to innovate virtual engineeringeducation practices. Oftentimes media attention goes to entrepreneurs creating high-growth startups, however,in our experience our graduating engineering students oftentimes join an existing companywhere their entrepreneurial competencies they have learned during our innovative innovation andentrepreneurship ABET-degree program, a BS in Engineering Innovation and Leadership(BSEIL) as described in [3]. Within our two core-course per year, four-year degree plan, weemphasize entrepreneurship and innovation, leadership competencies, business acumen, andcritical thinking. Communication is a core skill in each of these domains. We credit using REMOto