AC 2011-215: ENHANCING THE ENTREPRENEURIAL MINDSET OFFRESHMAN ENGINEERSKenneth Reid, Ohio Northern University Ken Reid is the Director of Freshman Engineering and an Associate Professor in Electrical and Computer Engineering and Computer Science at Ohio Northern University. He was the seventh person in the U.S. to receive a Ph.D. in Engineering Education from Purdue University. He is active in engineering within K-12, serving on the JETS Board of Directors and 10 years on the IEEE-USA Precollege Education Committee. He co-developed ”The Tsunami Model Eliciting Activity” which was awarded Best Middle School Curriculum by the Engineering Education Service Center in 2009, and was named the Herbert F. Alter Chair of
AC 2011-2417: ASSESSING THE ENTREPRENEURIAL MINDSET WITHINENGINEERING PROGRAMSCynthia C. Fry, Baylor University Sr. Lecturer of Computer Science, Assistant Dean of the School of Engineering & Computer ScienceDavid Pistrui, Acumen Dynamics, LLC David Pistrui, Ph.D., serves as the Managing Director of Acumen Dynamics, LLC, a strategy-based edu- cation, training, and research firm that focuses on practical knowledge and skills that help organizations align vision 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 Dr. Pistrui’s activities include strategy
Page 22.1235.1 c American Society for Engineering Education, 2011 Relationship between Student Competitive Activities and the Entrepreneurial MindsetAbstractThis paper analyzes the effect of student competitive projects as part of their curricular activities.The goal of the analysis is to examine the relationship between these activities and the buildingof entrepreneurial mindset in engineering education. Student competitive projects have been andcontinue to be an integral part the engineering curriculum. Cross disciplinary and interdisciplinary teams are formed to compete in various competitions in our engineering programs.These projects include: Aero Design Competition
AC 2011-2462: ENTREPRENEURIAL MINDSET DEVELOPMENT IN ASENIOR DESIGN/CAPSTONE COURSERandall Brouwer, Calvin College Randall Brouwer is a Professor of Engineering at Calvin College. He obtained the MSEE and Ph.D degree from the University of Illinois - Urbana. He served as an IEEE-USA Congressional Fellow in 2005. His interests include computer architecture, embedded computer systems, engineering education, public policy, and entrepreneurship.Aubrey Sykes, Calvin College Professor J. Aubrey Sykes is a Ph.D. Chemical Engineer and a Professional Engineer licensed in Texas as a chemical engineer. In his early life, he worked in materials processes and products development of all kinds for W.R. Grace, Shell
situation, entrepreneurial ideaswere incorporated directly into existing engineering classes. Because many faculty members arenot well versed in the “entrepreneurial mindset,” Kettering University offers a series ofentrepreneurship/innovation classes over the course of a term to faculty from all disciplines anddepartments. Armed with their newfound confidence and knowledge, these faculty members arethen expected to incorporate these concepts and projects into existing courses.This paper provides information on the training and entrepreneurial techniques taught to thefaculty and then on the incorporation of entrepreneurial ideas and assignments into twoautomotive courses offered in the Mechanical Engineering Department. The techniques used toconvey
. Page 22.72.1 c American Society for Engineering Education, 2011 A Multidisciplinary Approach to Study AbroadAbstractIn 2009, the Engineering Technology, Surveying, and Digital Media Department at ETSUinitiated a study abroad program in Rome, Italy. The desire was and is to create the firstpermanent study abroad center for the College of Business and Technology and the university.The benefits to the university from this establishment are great. This program has generated extratuition dollars to the university and also recognition throughout the community. The lack offunding, a nonexistent culture of study abroad, and very little experience in teaching overseasnecessitated an entrepreneurial
outsourcing and subcontracting as the contractual means of tapping theircommunity network for skills they do not have “in house”. For example, one of the authors has abusiness in architectural services that contracts for engineering and information technologyservices so that the company can focus on architecture. One of the other authors has a businessin embedded computer systems engineering design services that contracts with a bookkeeper forcorporate accounting services, with an attorney for legal services, with a cleaning service to takeout the trash, and so forth. This allows the company to focus on its core identity and coreproduct.2.2 Literature referencesLow and MacMillan discuss the tension between entrepreneurial nature and nurture
. Rayess, “Developing entrepreneurially minded engineers by incorporating technical entrepreneurship case studies,” Journal of Engineering Entrepreneurship, vol. 2, 2011, pp. 10-27.[8] H. Petroski, The essential engineer: Why science alone will not solve our global problems, Knopf, 2010.[9] “Building an entrepreneurial pathway one campus at a time,” Community College Entrepreneurship, vol. Spring/Summer, 2009, pp. 5-6.[10] M.E. Porter, K. Schwab, and A. Lopez-Claros, Eds., The global competitiveness report 2006-2007, Basingstoke: Palgrave Macmillan, 2006.[11] Building a science, technology, engineering and math agenda, Washington, DC: National Governors Association, 2007.[12] J. Pecquet, “Medical innovation pitched as key to
discussed based on studies of groups such as the Kauffman Foundation and others. The Mindset of the Entrepreneurial Leader – The entrepreneurial leader’s mindset, motivation, fears, and other attributes are studied to gain a better understanding of what drives a technology entrepreneur to success – or failure. Creating and Selling the Value Proposition – Students explore the concept of defining and selling their company’s Value Proposition – the economically substantial need that they can uniquely solve with a business model to create value. Capital Raising and Valuation – Students are introduced to the subjects of value creation for myriad stakeholders (investors, executives, employees, customers, etc
aware of the complex and multi-faceted problems faced byindustry. This paper describes our efforts to introduce the entrepreneurial mindset into ourundergraduate engineering students, primarily through a program that is transforming ourfaculty.We have completed two years of a program at Baylor University designed to help engineeringeducators teach innovation and become innovative in their teaching, and have received anothergrant to greatly expand it. This paper will present the background of the program, theassessment of the first two years of the program and its impact on student learning, and futureexpansion of the program. We will also discuss lessons learned and best practices, including thenecessity of working across disciplinary
the globe in the first two weeks it Page 22.976.4was in the store. That is just absolutely incredible.”1 Another student stated, “Using Apps as abusiness development model in class is a great idea because there is such a wide range of peopleto design and market toward. The iTunes App Store is a portal to the world, and the possibilitiesare endless.”1 The course has also introduced many students to an entrepreneurial mindset. Threestudents from the fall 2009 course had plans to start their careers in the corporate world, butquickly changed their minds after taking the Field Study in Entrepreneurship course stating,“This class changed my life.”2
outcomes through the interactions and dynamics ofmicro-level elements. Thus, no single-level model can adequately provide a holistic account ofstudent outcomes of entrepreneurship education program because only limited conclusions canbe drawn from a single-level perspective.The third problem is the timing of measure. The ultimate impact sought from entrepreneurialeducation programs is the creation of an entrepreneurial mindset among the students. In order tomeasure whether the program creates entrepreneurial mindset among the students properly, theresearchers may need to wait years before the students graduate and then contribute toinnovations or new ventures in their later careers. This is not an option from the programevaluation perspective
, School of Medicine, School of Law, School of Business and Economicsand College of Liberal Arts are involved in this program. The center focuses on fosteringinnovation and creativity among faculty and students thereby providing experience in theknowledge, skills, and attitude of the entrepreneurial mindset. This center supports the following:educational interdisciplinary curricula and co-curricular activities directly benefittingundergraduate, graduate, and professional students in all engineering specializations andprograms in business, medical, and law schools; and individual and cross-disciplinary researchinitiatives designed to attract extramural funding. This paper highlights the innovation, invention,and creativity related skills and
developed and delivered by the Colleges of Engineering, Business and AgriculturalSciences at Colorado State University. The overarching goals of the STESE course were two-fold: (1) to instill an entrepreneurial mindset and global/sustainable perspective amongengineering and science students and (2) to provide technical expertise and rapid productrealization resources to student teams within the Global Social Sustainable Enterprise (GSSE)program housed in the College of Business. The motivation behind the first goal was to addressa deficiency of adequate entrepreneurship training opportunities for graduate students withinengineering and agricultural sciences at CSU. The motivation behind the second goal was toaddress a critical shortage of
taught from a different perspective addressing innovation while not sacrificing the coverage of the fundamental knowledge and topics of machine design course. Students were given handouts on NABC analysis from Carlson’s book and the personal entrepreneurial behaviors and mindset from a Business Department professor’s lectures. • Brought several within campus or outside speakers to make presentations on design optimization (topological or topographical), synthesis and analysis topics as they pertains to this class. This also included an innovative demonstration of how mathematics and machine design can be integrated using an example of contact fatigue of rolling bearings. • We discussed
ofcourse development. Across the U.S., literally hundreds of entrepreneurship courses, programsand certificates are offered for engineering students, yet little has been done to define what con-stitutes appropriate content or to assess the degree to which these educational experiences haveresulted in student learning of entrepreneurial knowledge, skills and attitudes. Under fundingfrom the National Science Foundation, CCLI – Phase II, we are conducting a nationwide study todetermine the status of entrepreneurship education across the U.S. As a subset of this largerstudy we are investigating the variety of entrepreneurship opportunities available on U.S. engi-neering campuses. To do this we examined institutional websites to collect information on
evidence needed to motivate adoption at other institutions.The projects are organized into five groups: three that encompass standard phases ofundergraduate engineering, one that includes full four-year curriculum projects, and one thatbuilds faculty capacity to develop and teach using integrative activities. The projects address Page 22.725.8different parts of the undergraduate engineering education to systematically develop students’innovative capacities and entrepreneurial mindset. The outcomes of the projects are aligned withthe ABET professional outcomes c, d, f, g, h, i, and j, providing meaningful ways to addressthose aspects of EC 2000
traits or whether they can be measured in general form. Such research has notbeen focused on engineering or the sciences. Interestingly, both engineering and scientificallyfocused industries are expecting both innovative and entrepreneurial skills in their degreedemployees. To meet the need of measuring whether engineering programs are inspiring andcultivating creativity and innovation (a recognized precursor of entrepreneurship,) I designed anengineering creativity and innovation index. This paper reports on the development, theoreticalgrounding and reliability and validity testing and piloting of this new instrument.IntroductionAs described in the abstract above, over the past two decades, various research studies acrosseducation and business
outcomes. IDEALS instructional materialsand assessments are structured to provide a general introduction to engineering in today’s world.The following are the learning outcomes for the class: 1. Dispositions toward increased confidence and mindset to recognize, evaluate and move toward opportunities. 2. Abilities to apply and defend business development processes to create a business concept for an envisioned solution that offers potential for a sustainable business investment. 3. Abilities to prepare and critically read financial documents, including a balance sheet, income statement, cash flow analysis and break even analysis. 4. Abilities to prepare to seek or obtain sources of capital applying knowledge about
Penn State University on various teaching, research andentrepreneurial outreach initiatives.Rationale for the ShowcaseThis section presents the rationale for hosting this competition from five different perspectives.The MTR Innovative Solutions Showcase strived to engage students in an experiential ethics Page 22.1064.3education experience that engaged them emotionally, helped develop entrepreneurial mindsets,provided a non-travel based global experience, developed their appreciation for indigenousknowledge, and ultimately fostered user-centered design.Engineering Ethics EducationThe ABET EC2000 accreditation criteria calls on engineering
students transferredfrom a two-year college.2. PBL for the Engineering Design ProcessIn earlier offerings of the course, the seven projects incorporated most of the aspects/elements ofPBL, but beginning in the Fall semester 2009, three of the seven projects became formal PBLs.This was initiated through a five-year grant from the Kern Entrepreneurship Education Network(KEEN).The goal of KEEN is to make entrepreneurship education opportunities widely available atinstitutions of higher learning, and to instill an action-oriented entrepreneurial mindset inengineering, science, and technical undergraduates. The network is limited to private institutionswith ABET accredited engineering programs and is by invitation only. With twenty institutions
Illinois alumnus, he earned his bachelor’s degree in mechanical engineering, worked in industry for four years, and earned his master’s and doctorate degrees in agricultural and biochemical engineering at Purdue University. Since 1986, he has been on the faculty at the University of Illinois, where he is a professor in the Department of Agricultural and Biological Engineering.David E. Goldberg, University of Illinois, Urbana-Champaign David E. Goldberg, best known as a leader in the field of genetic algorithms and evolutionary computation, is the Jerry S. Dobrovolny Distinguished Professor in Entrepreneurial Engineering at the University of Illinois at Urbana-Champaign and co-director and co-founder of the Illinois
AC 2011-552: A LEADERSHIP-FOCUSED ENGINEERING MANAGEMENTMASTER OF SCIENCE PROGRAMMary Adams Viola, Ph.D. and Robert J. Hannemann,Ph.D., School of Engineering, Tufts University Robert J. Hannemann Director, Tufts Gordon Institute Professor of Practice Rob Hannemann is the Director of the Tufts Gordon Institute. In this role, he is responsible for the En- gineering Management and Entrepreneurial Leadership programs, which serve more than 100 graduate students and 500 undergraduates annually. He is also Professor of the Practice in the Mechanical En- gineering department. Dr. Hannemann earned advanced degrees in Mechanical Engineering from New York University (MS ’72) and MIT (Sc.D.’75) after receiving his BS degree
are going to challenge you on the relevance of things. And [you better] be able to bring real world problems into the classroom. So I think that influences what we are as well. A large part of the student body does have work experiences before they graduate, and so that also brings a practical component to things.Entrepreneurial initiatives within the Fulton Schools include an interdisciplinary curricularprogram, entitled Innovation Space, and the Entrepreneurial Program Office. In September Page 22.430.102004, the Fulton Schools created The Entrepreneurial Programs Office to coordinate curriculumat both the
Page 22.1719.2panel (n=100), bi-monthly diary submissions from a sub-sample of participants (n=41) as well asclass observations and interviews with faculty and administrators at the four sites. The findingsreported here draw from women‟s diary submissions over the course of data collection. Wedescribe the methodology employed in this phase of data collection and analysis in greater detailin the methods section.Our close reading of women‟s diaries shows that they hold contradictory conceptions of theiridentity as engineering students, on the one hand, and as young women, on the other. In reactionto experiences in the classroom, worksites, and informal encounters with peers, these youngwomen point out the limitations of an engineer‟s mindset
innovativeness in a variety of contexts. Thevolume of material that continues to be generated in scholarly, professional, and popular outletsis indicative of the emphasis the topics are receiving. Engineers, scientists, and other technicalexperts have long been at the forefront of technological and entrepreneurial innovation. In thecontemporary innovation environment, a “quality,” Engineering, scientific, or technicalundergraduate education, by definition, must be one that prepares the graduate to functioneffectively in that environment.Viewing innovation in three dimensions, bounded by three mutually supporting and reinforcingaxes is important because the lack of effective application along any one axis leads to less thaneffective innovation practice