Conference Session

ENT Division Technical Session: Assessment Tools and Practices

Collection

2020 ASEE Virtual Annual Conference Content Access

Authors

Cheryl A. Bodnar, Rowan University; Siddharthsinh Jadeja, Rowan University; Elise Barrella P.E., Wake Forest University

Tagged Divisions

Entrepreneurship & Engineering Innovation

in table formatthat were associated with the categories present within the map. The goal of this facultyexpert review was to determine if the organizational structure of the working EM masterconcept map made sense and if not, what changes were suggested to be made. The facultyexperts also provided feedback on both the categories and concepts found under each of thecategories to identify potential missing categories or concepts that would be pertinent to themaster EM concept map. Finally, the faculty experts also weighed in on what cross-linksshould exist between the categories present on the working EM master concept map.After collection of the feedback from the faculty experts, the researchers on the project metand discussed how the

Conference Session

Entrepreneurship & Engineering Innovation Division Technical Session 4

Collection

2018 ASEE Annual Conference & Exposition

Authors

Craig G. Downing, Rose-Hulman Institute of Technology; Thomas P. James P.E., Rose-Hulman Institute of Technology; Diane Evans, Rose-Hulman Institute of Technology

Tagged Divisions

Entrepreneurship & Engineering Innovation

Minitab 18® for analysis.All aspects of the project were reviewed and approved by the Institutional Review Board (IRB)for research involving human subjects. Additionally, students gave signed permission to usedata from the two instruments and survey in this paper. Under no circumstances were studentmindset profile scores shared with other students. Total revenue for the food truck simulationwas displayed on a projector screen for all students to see during gameplay, i.e., leaderboard.ResultsWe first examined the data to determine if there was a correlation between class year (freshmenversus upperclassmen) and how well the students performed on the Food Truck Challenge.Although there turned out to be no significant correlation between revenue

Conference Session

Assessment

Collection

2013 ASEE Annual Conference & Exposition

Authors

Jacob Dean Wheadon, Purdue University; Nathalie Duval-Couetil, Purdue University, West Lafayette

Tagged Divisions

Entrepreneurship & Engineering Innovation

Conference Session

Entrepreneurship & Engineering Innovation Division Opening General Session 2

Collection

2014 ASEE Annual Conference & Exposition

Authors

Janna Rodriguez, Stanford University; Helen L. Chen, Stanford University; Sheri Sheppard, Stanford University; Qu Jin, Stanford University; Samantha Ruth Brunhaver, Stanford University

Tagged Divisions

Entrepreneurship & Engineering Innovation

. degree in Engineering Education from Purdue University in 2013, M.S. degree in Biomedical En- gineering from Purdue University in 2009, and B.S. degree in Material Science and Engineering from Tsinghua University in China in 2007. Her research interests focus on educational studies that can help improve teaching, learning, and educational policy decision makings using both quantitative and qual- itative research methods. Her current research project in National Center for Engineering Pathways to Innovation (Epicenter) focuses on measuring engineering students’ entrepreneurial interests and related individual characteristics. Her Ph.D. dissertation involved using statistical modeling methods to explain and predict

Conference Session

Novel Entrepreneurship Programs

Collection

2011 ASEE Annual Conference & Exposition

Authors

James V. Green, University of Maryland, College Park

Tagged Divisions

Entrepreneurship & Engineering Innovation

. Green’s research interests include entrepreneurship education and the psychology of entrepreneurship. Prior to Mtech, he provided business development and product management to WaveCrest Laboratories (acquired by Magna Interna- tional, NYSE: MGA), an innovative start-up in next-generation electric and hybrid-electric propulsion and drive systems. At Cyveillance (acquired by QinetiQ, LSE: QQ.L), he served in operations, client service, and product development roles for this software start-up and world leader in cyber intelligence and intelligence-led security. While at Booz Allen Hamilton, he provided technical and programmatic direction to the DARPA Special Projects Office (SPO), Army Research Lab (ARL), Defense

Conference Session

Creating a Technology Incubator and Creating a Seed Fund

Collection

2007 Annual Conference & Exposition

Authors

Scott Laughlin, University of Maryland; Scott Magids, University of Maryland; David Barbe, University of Maryland

Tagged Divisions

Entrepreneurship & Engineering Innovation

University’s “social capital” on behalf of selected projects. Page 12.1520.4In summary, VA is designed to encourage and assist with the formation of new, purpose-builtcompanies around technological discovery and to then invest the social capital of the Universityon behalf of these select newly formed companies to mitigate their risk of failure in the delicateearly years. To make this system work, VA has built a process that takes substantial care in theselection of technologies and faculty and student participants that receive this benefit. Theprogram then provides an intense amount of assistance in the early days of company operation asdetailed in

Conference Session

Approaches to Teaching Entrepreneurship

Collection

2006 Annual Conference & Exposition

Authors

William Sherrill, University of Houston; Thomas Duening, Arizona State University

Tagged Divisions

Entrepreneurship & Engineering Innovation

Page 11.1208.5 • To teach students how to develop financial projections • To teach students how to integrate the various perspectives on the business conceptIn general, the business plan approach to entrepreneurship instruction is formulated around astandard business plan “outline”, which may look something like this: I. Executive Summary II. Product/Service Overview III. Market Analysis IV. Industry Analysis V. Competitive Analysis VI. Marketing Strategy VII. Operations VIII. Management Team IX. Financial SummaryThis outline is somewhat standard, although the actual classroom-based version will differ frominstructor to instructor and

Conference Session

Exploring the Entrepreneurial and Innovation Mindset

Collection

2017 ASEE Annual Conference & Exposition

Authors

Mark Schar, Stanford University; Shannon Katherine Gilmartin, Stanford University; Angela Harris, Stanford University; Beth Rieken, Stanford University; Sheri Sheppard, Stanford University

Tagged Divisions

Entrepreneurship & Engineering Innovation

.96 .97 Q.2 Ask the right questions to get to the root of a problem .68 Q.3 Ask more questions than my classmates .87 .77 Q.4 Ask the kind questions that change the way others think about a problem Q.5 Ask questions that challenge fundamental assumptions Q.6 Ask questions to understand why projects or designs underperform Idea Networking I.1 Build a network of people for new perspective, refine my ideas .82 .79 I.2 Seek advice of students and faculty to test ideas I.3 Reach out

Conference Session

Entrepreneurship & Engineering Innovation Division – Evaluating Student Behaviors and Attitudes

Collection

2015 ASEE Annual Conference & Exposition

Authors

Todd M. Fernandez, Purdue University, West Lafayette; Genisson Silva Coutinho, Purdue University, West Lafayette; M. D. Wilson, Purdue University, West Lafayette; Stephen R Hoffmann, Purdue University, West Lafayette

Tagged Divisions

Entrepreneurship & Engineering Innovation

(p20)between the two groups16.As stated, the goal of this study was to make a first step in developing a derivative instrument fortracking student growth, beginning with first-year students. The authors attempted to minimizemodifications to the EAO component of the instrument to test the underlying assumptions,structures, and constructs as faithfully as possible. However, it was necessary to makemodifications to some instrument items to better align them to the experiences of students. Themodifications generally re-situated items away from business and professionally drivenexperiences to project and academic focused experiences and situations. This does present somerisk in aligning results from the original EAO instrument with the modified