AC 2012-2964: INTEGRATING THE CREATIVE PROCESS INTO ENGI-NEERING COURSES: DESCRIPTION AND ASSESSMENT OF A FAC-ULTY WORKSHOPDr. Sarah E. Zappe, Pennsylvania State University, University Park Sarah Zappe is the Director of Assessment and Instructional Support in the College of Engineering at Penn State University. In this role, she provides support to faculty in trying innovative ideas in the classroom. Her background is in educational psychology with an emphasis in applied testing and measurement. Her current research interests include integrating creativity into the engineering curriculum, development in- struments to measure the engineering professional skills, and using qualitative data to enhance response process
Entrepreneurial Engineering CareerAbstractIf an engineering program has superb technical content, what, if anything, can be done to raisethe level of educational excellence in its graduates? Especially, if a key intent is to increase thedegree entrepreneurial-mindedness of its graduates and promote innovation? We believe theanswer is to truly integrate the core professional competencies cultivated by general educationinto the engineering curriculum and to have general education courses more specifically connectto issues that engineers need to be more aware of in a career climate of extensive globalization.General education is an essential educational component to be embraced as being on par inimportance in an engineering curriculum with technical topics
AC 2012-4615: MAPPING THE BEHAVIORS, MOTIVES, AND PROFES-SIONAL COMPETENCIES OF ENTREPRENEURIALLY MINDED EN-GINEERS IN THEORY AND PRACTICE: AN EMPIRICAL INVESTIGA-TIONDr. David Pistrui, Acumen Dynamics, LLC David Pistrui serves as the Managing Director of Acumen Dynamics, LLC, a strategy-based education, training, and research firm that focuses on practical knowledge and skills that help organizations align vi- sion and strategy with execution and performance. Working as an independent scholar, thought leader and advisor to corporations, family foundations, academic institutions, government agencies and global think tanks, Pistrui’s activities include strategy development, business succession, assessment modeling, tech
). Organizational learning and organizational knowledge. Management Learning, 36(1): 49-68. 7. Cooper, A.C. (1973). Technical entrepreneurship. R&D Management, 3: 59-64. 8. Cooke, L., & Williams, S. (2004). Two approaches to using client projects in the college classroom. Business Communication Quarterly, 67(2): 139-152. 9. Duch, B., Groh, S. & Allen, D. (2001). The power of problem-based learning. Stylus, Sterling, VA. 10. EGFSN (2007). Expert Group on Future Skills Needs. Available at: www.skillsireland.ie. 11. Elam, E., & Spotts, H. (2004). Achieving marketing curriculum integration: A live case study approach. Journal of Marketing Education, 26(1): 50–65. 12. Forfas (2009). Statement on
AC 2012-3049: FACULTY BELIEFS OF ENTREPRENEURSHIP AND DE-SIGN EDUCATION: AN EXPLORATORY STUDY COMPARING ENTREPRENEUR-SHIP AND DESIGN FACULTYDr. Sarah E. Zappe, Pennsylvania State University, University Park Sarah Zappe is the Director of Assessment and Instructional Support in the College of Engineering at Penn State University. In this role, she provides support to faculty in trying innovative ideas in the classroom. Her background is in educational psychology with an emphasis in applied testing and measurement. Her current research interests include integrating creativity into the engineering curriculum, development in- struments to measure the engineering professional skills, and using qualitative data to enhance
practicality of the ideas. A written RFP was also submitted and,based on the two evaluations, a "winner" was recognized. The course went on to use an RFP inthe design of a gas turbine engine cycle for a high altitude long endurance aircraft used togather intelligence. Concepts for innovation and creativity were also evaluated on the courseexams.IntroductionMuch of what is included in most current engineering curriculums is very similar. This isusually attributed to the assessment process prescribed by ABET, Inc. In particular, the GeneralCriteria 3, a-k Student Outcomes for an engineering program are usually adopted by thedepartments as their evaluation outcomes for a program.3 Many of these student outcomes arerooted in topic areas that are easily
AC 2012-3655: PROPOSED KEEN INITIATIVE FRAMEWORK FOR EN-TREPRENEURIAL MINDEDNESS IN ENGINEERING EDUCATIONDr. Owe G. Petersen, Milwaukee School of Engineering Owe Petersen is Department Chair and professor of electrical engineering and Computer Science at Mil- waukee School of Engineering (MSOE). He is a former member of the technical staff at AT&T Bell Laboratories and received his Ph.D. degree from the University of Pennsylvania in 1971. His technical work ranges over topics such as optical data links, integrated circuit technology, RF semiconductor com- ponents, and semiconductor component reliable. He is a Senior Member of the IEEE and an ABET EAC Program Evaluator in electrical engineering.Dr. William M
evaluation, and curriculum design and implementation. Gomez works closely with the Assessment and Evaluation Manager and staff in the development and implemen- tation of the NCIIA’s evaluation plans, including client satisfaction surveys, instrument development, data collection, analysis, and reporting.Mr. Phil Weilerstein, National Collegiate Inventors & Innovators Alliance (NCIIA) As an entrepreneur leading a not-for-profit organization, Phil Weilerstein has grown the NCIIA (http://www.nciia.org/) from founding as a grassroots group of enthusiastic university faculty to an internationally recognized re- source supporting and promoting technology innovation and entrepreneurship to create experiential learn- ing
activity in the College ofEngineering and the College of Arts and Sciences is coordinated through a 14 member campus-wide committee. Finally, the University’s Leadership Curriculum, required of all undergraduatestudents, is an integral part of the Kern/KEEN campus activity.4,5,11 Page 25.1113.4Entrepreneurial Mindset: An Experience in Experiential LearningStudents who participate in experiential learning are better prepared to enter the world of theentrepreneur. Entrepreneurial curricula now include experiential learning as an integral part ofexposing the student to the entrepreneurial mindset. Lawrence Tech has created anentrepreneurial curriculum
design and planning, and computer simulation and OR. He renovated the indus- trial and manufacturing engineering curriculum with introduction of CAD/CAM/CAE and 3D modeling applications to manufacturing systems, and has taught Boeing engineers on the subjects for 12 years. He was a recipient of a NSF/MRI grant on developing a supply-chain manufacturing system and a NSF re- search grant on developing an integrated design-aid tool for flexible manufacturing systems. He authored a book on CAD on Unigraphics: Engineering Design in Computer Integrated Design and Manufacturing. His papers appear in numerous refereed journals, books, and proceedings. In 2004, he organized the CAD/CAM/CAE student design contest in the PLM
co-curricular experience. Thisintegration highlights for students that leadership does not exist separately from their technicalwork but is integral to it. We also avoided the common faculty concern about adding additionalcourses to an already crowded technical curriculum. Second, the range of experiences among theLAP team helps bring a diversity of perspectives and abilities to the development of students’leadership. In this way, students can see firsthand that leadership skills as they are embodied bymembers of the LAP team, each of whom is a leader in his or her own right.Drawing on successful leadership development models at other institutions, the Rose-HulmanLAP is comprised of five components: Leadership Academy, Leadership Case
establishing the revolutionary EDI/EFT payment system implemented by General Motors. He is a two-time award winner of the Best Paper in Cash Management awarded by the Bank Administration Institute.Mr. James Edwin Cawthorne Jr., Purdue University, West LafayetteMr. Benjamin Ahn, Purdue University, West Lafayette Benjamin Ahn is a Ph.D. student in the School of Engineering Education at Purdue University. His research interests relate to higher education reform, graduate teaching assistants’ roles in engineering classes, undergraduate engineering syllabus and curriculum development, and professional engineering practices in universities and industries.Dr. Matthew W. Ohland, Purdue University, West Lafayette Matthew W. Ohland
his sabbatical to study entrepreneurship in Indiana and assist start-ups as Educator/Entrepreneur in Resi- dence at Indiana Venture Center. He has been Advisor/Director for several high tech firms and has been involved in national efforts to integrate entrepreneurship and engineering education. Since his retirement from full-time teaching, Mason has co-authored an updated edition of Forecasting and Management of Technology, teaches part-time, continues his research and writing on innovation and entrepreneurship, and works in an advisory capacity with several emerging firms. Mason received his Ph.D. in economics from the University of Pittsburgh and his B.A. in economics from Geneva College.Mr. Brian Charles Dougherty
related to market analysis, technology commercialization, business communication, orinternships within start-up companies.15 Another study found that participating in an engineeringentrepreneurship program had a positive impact on retention, GPAs, and entrepreneurial activity.Data collected from alumni found that, relative to a control group, graduates of the program were73% more likely to have started a new company, 23% more likely to have created new productsor services, and 59% more likely to have high confidence in leading a start-up.17Approaches to Teaching InnovationResearch related to developing curriculum for and assessing innovation education mirrors that ofentrepreneurship, which has been characterized as relatively new and fragmented
industry ties to develop a deep understanding of intrapreneurship and develop collaborative intrapreneurship end-to-end education (IE3) curricula that will enrich the student learning experience Employs intercollegiate student projects (ISP) that are impactful and multi-disciplinary, with diverse student teams as a central element of an exciting new intrapreneurial cultureThe IE3 curriculum development will be led by two of the institutions (Baylor University andUniversity of Detroit Mercy) and will consist of: An in-depth study of intrapreneurship Development of three modules on innovation in a corporate context Creation and presentation of a seminar series, and An intrapreneurship-focused
change classroom teaching styles from a teaching environment to anatmosphere that promotes learning paradigm, and create one that leads to discovery andmetacognition. The role of the instructor will be more like a facilitator of a learningenvironment. In their paper published in 1992, Fleming and Mills suggested fourcategories that seemed to identify most students’ learning behavior. The facilitatorshould try to accommodate VARK learning styles for the benefit of the learners. VARKis an acronym that stands for Visual, Auditory, Read (includes writing), and Kinestheticsensory modalities that humans employ for learning and processing information. Theauthor has previously discussed similar ideas in other ASEE publications. The principlehere is to
Entrepreneurship Education in a University Context. Int. J. Entrepreneurship and Small Business, Vol. 5, No. 1, pp. 45-63.[8] Clase, K. L. (2007). Promoting Creativity and Innovation in an Entrepreneurial Certificate Program through Science and Technology. The Technology Interface, Fall 2007, pp. 1-11.[9] Tidd, J., and Bessant, J. (2009). Managing Innovation: Integrating Technological, Market and Organizational Change. John Wiley, Fourth Edition, England.[10] Anderson, D. M. (2008). Design for Manufacturability and Concurrent Engineering. CIM Press, California.[11] Boothroyd, G., Dewhurst, P., and Knight, W. (2002). Product Design for Manufacture and Assembly. Taylor and Francis Group, Second Edition, New York.[12] Dorf
AC 2012-3634: CREATIVITY, INNOVATION, AND INGENUITY SUMMERENRICHMENT PROGRAM: ASSESSMENT FROM A MULTI-INSTITUTIONALCOLLABORATIONDr. Andrew L Gerhart, Lawrence Technological University Andrew Gerhart, Ph.D. is an Associate Professor of mechanical engineering at Lawrence Technological University. He is actively involved in ASEE, the American Society of Mechanical Engineers, the En- gineering Society of Detroit, and the Kern Entrepreneurship Education Network. He serves as Faculty Advisor for the American Institute of Aeronautics and Astronautics Student Chapter at LTU, as Chair for the LTU Leadership Curriculum Committee, and as Chair of LTU/KEEN Entrepreneurial Course Modifi- cation.Dr. Donald D. Carpenter, Lawrence