Innovation Challenge Activities possible, and oversaw a group of upper-class undergraduates who help lead the community to success. He is a member of ANS, ASME, INMM, and IEEE.Mr. Juan Carlos Folgar-LopezDr. Stephanie Nicole Lewis, Virginia Tech Page 24.892.1 c American Society for Engineering Education, 2014 Measuring Innovative Thinking Skills in Innovation Challenge ActivitiesIntroductionSeveral recent reports have highlighted the need for innovative thinking skills as the U.S. looksto maintain a viable national economy [1, 2]. These skills include the
implementing new technology. Besides economics, he has taught in the areas of management, finance, strategy & policy, and operations management. During the past few years, his teaching has focused on entrepreneurship. His work in curriculum and program development has been supported by the Michigan Economic Development Corporation through the Michigan Entrepreneurial Education Network, NCIIA, and NSF. He advises the local Entrepreneurs & Inventors Club which includes members from two universities and the community.Edward Lumsdaine, Michigan Technological University Dr. Edward Lumsdaine is currently Professor of Mechanical Engineering at Michigan Technological University and Special
Paper ID #37294The Nexus of Entrepreneurship and Innovation: A new approach to lookingat the creative contributions of engineering graduatesMr. Felix Kempf, King’s College London Felix Kempf is a PhD Researcher at King’s Business School, King’s College London (United Kingdom) and an Assistant Researcher in the Designing Education Lab in the Department of Mechanical Engineer- ing at Stanford University. Felix holds a Bachelor andNada Elfiki, Swarthmore College Nada Elfiki is a researcher in the Designing Education Lab in the Department of Mechanical Engineering at Stanford University. Her research interests focus on
Paper ID #21481Analysis of Student Utilization and Activities in a Campus Innovation CenterDr. William A. Kline, Rose-Hulman Institute of Technology Bill Kline is Professor of Engineering Management and Associate Dean of Innovation at Rose-Hulman. His teaching and professional interests include systems engineering, quality, manufacturing systems, in- novation, and entrepreneurship. As Associate Dean, he directs the Branam Innovation Center which houses campus competition teams, maker club, and projects. He is currently an associate with IOI Partners, a consulting venture focused on innovation tools and systems. Prior
collaborative effort with senior design program coordinators andan entrepreneurship professor from our School of Business, to define and clarify the learningoutcomes needed to complement the technical projects. A group of 30 Seniors was used to testnew content for teaching the engineering students to understand, identify, and communicate theunique features and value of their senior design projects. Coincidentally, after discussionsamong all senior design program coordinators, a standard senior design report template and atime frame were developed, which in fact helped launch several additional multi-disciplinaryprojects [12].In 2013, the new course Senior Innovation (SI) was unveiled to the entire class of 500 students inthe 11 engineering programs
Paper ID #14470Encouraging Student Innovation in a Freshman-Level Computer Science CourseMs. Cynthia C. Fry, Baylor University Cynthia C. Fry is a Senior Lecturer of Computer Science and the Director of the Computer Science Fel- lows program at Baylor University. She teaches a wide variety of engineering and computer science courses, deploys a series of faculty development seminars focused on Curiosity, Connections, and Cre- ating Value, and works collaboratively and remotely with a series of colleagues on the development of EML-based courses. She is a KEEN Fellow.Dr. Kenneth W. Van Treuren, Baylor University Ken Van
emphasized engineering education to promote persistence and success in engineering.Dr. Mehdi Khazaeli, University of the Pacific Mehdi Khazaeli is an Associate Professor in School of Engineering and Computer Science at University of the Pacific. He also serves as Director of Pacific’s Technological Innovation and Entrepreneurship (TIE) Program. He teaches courses in Design and Innovation, Decision Making, Building Information Modeling and Data Analytics. He has consulted with and/or taught seminars to a variety of clients in R&D-based industries, research organizations and educational institutions.Mr. Jeremy S. Hanlon, University of the Pacific American c
greater appeal to those students who may beunengaged with a lecture format that concentrates on facts and content rather than thedevelopment of higher-order, and critical thinking skills[11, 12] which are essential in theapplication of innovation theory. By integrating case studies into the curriculum, engineering andtechnology students can contextualize the content of innovation and entrepreneurship theory andview these subjects through a more pragmatic paradigm.Best practices in case-based instruction for engineering and technology educationAlthough the research listed in this review suggests case-based instruction contributes to greater Page
, management, feedback andevaluation. We provide case studies of teams that have taken the next step indeveloping products after course completion. We analyzed factors that areassociated with these successful entrepreneurial teams using: questionnaires,ranking by industry judges, personality profiles and instructor observations.Factors considered include personality type, creativity climate, discipline mix,participation in other entrepreneurial classes, participation in business plan/technology competitions and success in obtaining outside funding.Keywords: new product development, multifunctional teams, entrepreneurship,entrepreneurship assessment, entrepreneurial skills
approaches, ranging from online modules to a full-fledgeddesign course.Lightweight e-learning modules [3] were developed in a one-credit standalone course, one persemester for the first and second years, to introduce four key elements of entrepreneurial mindsetincluding technical fundamentals, business acumen, customer awareness and societal values.In [4], entrepreneurial contents were incorporated in the entire first year through a one-lectureintroduction to entrepreneurship in the first quarter, a team-based exercise emphasizing creativityin the second quarter and a team project designing a poverty-alleviating device in the finalquarter.A module consisting of three to five lectures were incorporated into an existing freshman course[5] that used
with asingle hand, in order to provide an in-class example. (a) (b)Figure 1. a) Solid Model constructed by student showing the exploded view of child’s cornpopper and b) picture of actual product.The second assignment required students to investigate ongoing engineering work at ourcampus’s startup/business incubator (Rose-Hulman Ventures), producing ethnographic insightsby observing as comprehensively as possible actions, statements, and activities that occurred.They were to note how decisions were made, conclusions reached, and problems solvedincluding what kinds of evidence, reasoning, and persuasion that were used to communicate toothers. In addition, the students were to reflect
behaviors. Increases in EML skilllevel and behavior before versus after completing the ideation project werestatistically significant (p < 0.05) in some cases; moreover, all but one area(“persisting and learning through failure”) had a higher post-project scorecompared to the corresponding pre-project score. The results indicate that theframework was successful in integrating EML in a senior-level elective anddeveloping an entrepreneurial minded skillset.IntroductionEngineering Entrepreneurship has become an integral part of many engineering colleges in theUnited States. The aim is to build a complementary skillset so that engineering students aresuccessful in innovative, multidisciplinary teams in the workplace [1]. Many universities
situation they encounter. Some schools have developedoptional minors or special entrepreneurial certificates. Other schools have revised existingcourses to include new entrepreneurial topics. The most common place to focus such changes isthe capstone course. In this course, students are challenged to use learning from prior classes tosolve specific, and sometimes real-world, problems. This paper will describe our approach atCalvin College for instilling the entrepreneurial mindset in each of our engineering students,particularly in the capstone design course.Previous Work in This AreaA number of schools have been in the process of integrating entrepreneurship into engineeringcapstone (senior design) courses. A survey of the various approaches
Auto CAD drawings for their dream houses,determine the loading, utilize a professional software such as WoodWorks to design the commonelements of the building, and select one layout as a superior design using the Need-Approach-Benefits-Competition (NABC) framework. It was found that students enjoyed the real-world aspectof the project, the freedom to create the layout of their buildings, and applying all the knowledgelearned in the class and previous courses.IntroductionProject-based learning (PjBL) has been widely used in engineering education. Several studieshave shown the effectiveness of PjBL in terms of increasing understanding, motivating students,taking ownership, and helping to bridge the gap between the classroom and workplace
starting their own companies and others working in established companies.• Reading Resources Program: Students have access to a collection of leadership and entrepreneurship-related books for supplemental reading and use in oral reports, class discussions, and as talking points with mentors.• International experience: Students are required to complete an international experience that meets the criteria established by the College of Engineering. Due to COVID related restrictions, a service-learning activity could be used instead to fulfill the requirement.• Industrial internship: Many students participate in an internship at a technology-related company and work in an engineering role.• Entrepreneurship programs: Students
through rapid prototyping (RP), a new process that is facilitating more efficientproduct development. RP is becoming a manufacturing tool that is also being utilized by theuniversity and students to support innovation and entrepreneurship amongst the academic andbusiness community. Some of RP’s strength’s are in its versatility and ability to prove a concept.Often used by manufacturing representatives, RP provides fast response to marketing and anequally fast production turnaround. RIT recognizes the strengths that RP can provide and ismaking an effort to institute RP in a new non-profit Center for Product Innovation andCommercialization (CPIC). This entrepreneurial based center provides an avenue for studentslooking to expand their experiential
Paper ID #28850A systematic review of student entrepreneurial failure in engineeringeducationDr. Thomas M. Katona, California Polytechnic State University, San Luis Obispo Thomas Katona is an Assistant Professor of Innovation and Entrepreneurship at the California Polytechnic State University in San Luis Obispo (Cal Poly). He works in the BioMedical Engineering Department and has a joint appointment in the Orfalea College of Business. Before joining Cal Poly, he worked in startup companies in the LED and LED lighting industry. His roles in industry included leading product development teams, business development, and
Entrepreneurship Academic Experiences Experiences None Low Moderate High Coursework Never heard Heard of it but not Heard of it and Have taken the of it interested in taking it interested in taking it class Program/Minors Never heard Heard of it but not Heard of it and Enrolled in this Certificates of it interested in pursuing interested in pursuing program minor minor Innovation Never heard Heard of it but not Heard of it and Have entered the
internationally over 30 years later, a wide variety of business experiences in international companies, and start up experiences that have helped him lead a very successful industry career. He holds a BS and ME in Electrical Engineering from Texas A&M University. 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 facil- ity. These include Aggies Invent, TAMU iSITE, Inventeer, and Pop Up Classes. In addition, he mentors multiple entrepreneurial teams. He is also formerly the Chief Operating Officer for GroundFORCE, a company that specializes in a unique patented construction technology
- trepreneurship education and entrepreneurship education as a component of modern engineering educa- tion efforts.Dr. Senay Purzer, Purdue University, West Lafayette enay Purzer is an Associate Professor in the School of Engineering Education. Her research examines how engineering students approach innovation. She also studies informed design practices among college and pre-college students . She serves on the editorial boards of Science Education and the Journal of Pre-College Engineering Education (JPEER).Mr. Austin Spencer Bohlin, Purdue University, West Lafayette I am a freshman in engineering at Purdue University. I am currently working as an undergraduate research assistant for the Engineering Education department
fellow student with whom they just don’t get along, they can also make thatknown to the instructors. By the second week of the class, instructors make the team assignmentsso that each team can get started as soon as possible.All members of the team are expected to contribute equally to the conceptual design, theconstruction and testing of the prototype, and the documentation of the final results of theproject.4 Extensive communication is required, including individual and team presentations,written proposals and final reports, and creation of a team video and a team poster.The multidisciplinary nature of the teams involved in these projects has provided many benefitsfor our students, as reflected in the observations of teams at other
entrepreneurial Reengineering Makes Industry Meaningful In College program not onlyexposes students to the world of industry within the confines of the classroom, it is areplicable, cost-effective model that can be adapted to a varying number of semesters andintegrated into a variety of technical programs and college settings.The origin of entrepreneurship in engineering and electronics at IVCCTen years ago, the engineering design instructor and a business instructor at Illinois ValleyCommunity College developed a creative plan to provide their students with workplace,entrepreneurial experiences. As a project in one of their courses, the instructors integratedtheir students into teams to develop, produce and sell a product. They named the projectMaking
demonstrating the potential for institutional change byaligning these outcomes with department values and bridging these efforts over the core Junior-level classes in an engineering major.The future of the Engineering profession requires knowledge, skills, and abilities that extendbeyond disciplinary silos. This includes fostering an internationally collaborative approach that isentrepreneurial, socially responsible, and engages the workforce in life-long learning. Oneapproach the authors’ department has taken is to cultivate EM through pedagogies that mergetechnical learning with mindset development. Here, EM is distinct from entrepreneurship, andcan be defined as cognitive behaviors (i.e. thinking, attitudes, and behaviors) that are grounded invalue
course offers atremendous opportunity to bring in material relevant to engineering students at a personal andprofessional level, and demonstrates applications of skills they are learning in their quantitativecourses. This paper describes such a course taught at the University of Calgary that is structuredto motivate innovation and entrepreneurship, and to empower students to envision the positivechange they can make with skills they have acquired throughout their education. The courseconsists of over 120 students from second year to fifth year, from all disciplines of engineeringoffered at the school. The sheer number and diversity of the students required flexibility inmaterial and assessment. As such, the students were given the open prompt of
ourstudents about their designs and ask about using their idea to make different products besidesroofing. For instance, recently a student from another university contacted our students to see iftheir method of repurposing plastic could be used to create crutches. Thus, this furtherdemonstrates how the students’ work that was developed during the class provides value beyonda single client and even after the course is over. In addition, the students can also see howcommunicating their results can provide value to the scientific community as well as theimportance of clearly communicating your ideas and results.In order for students to develop the knowledge necessary to understand issues in a certaincountry, students research stakeholders, challenges
engineering problem solving course at Florida Atlantic University entitled:“Inventive Problem Solving in Engineering” (EGN 4040). Two different problems were given tothe students in the beginning and towards the end of the semester, about which they were askedto generate ideas.They used different methods to solve the problems, some of which they learned in class,including the Eight Dimensional Methodology for Innovative Thinking that was developed andtaught by the first author. This method focuses on idea generation and is a unified approach thatbuilds on comprehensive problem solving knowledge from different disciplines. The differentdimensions, namely Uniqueness, Dimensionality, Directionality, Consolidation, Segmentation,Modification, Similarity
. withstudents from their own class in their own geographical zone) on the same engineering-design open-ended challenge. On the second stage (semester), two teams of four students each (two Americanstudents, two Chileans) met in South Bend, Indiana for a week to undertake a common workshop.Then, they continued to work remotely during the following three months and met again in Santiago,Chile for a week. During that period, they prototyped the solutions they had designed during theremote time. To facilitate the process, professors from each university accompanied the teams duringthe travel. It is important to note that the endeavor was framed within a studio-based course (in thecase of Chile) and the engineering design capstone course (in the case of
AC 2009-498: A CALL FOR CROSS-CAMPUS COLLABORATION INEXECUTIVE EDUCATION: REFLECTIONS ON THE CERTIFICATE ININNOVATION MANAGEMENT PROGRAM AT THE UNIVERSITY OFMARYLANDJames Green, University of Maryland Dr. James V. Green is the Director of the award-winning Hinman Campus Entrepreneurship Opportunities (Hinman CEOs) Program at the University of Maryland, and the associate director of entrepreneurship education at Mtech Ventures. He manages the executive education programs and the Technology Start-Up Boot Camp, and serves as the course manager for Mtech Ventures. He is an instructor with the A. James Clark School of Engineering, teaching a variety of courses in entrepreneurship and technology
students benefitted from the fieldtrips, a full class dedicated to the creative processwas taught along with the trip in 2014. Quantitatively, students who participated in only thefieldtrips showed improvements similar to those who also participated in the full class.However, additional qualitative results indicate that students who participated in the full coursewith a fieldtrip experience had higher levels of confidence and affinity for the program.IntroductionIn December 2001, The National Academy of Engineering established a steering committee toenvision the state of engineering in 2020 and develop a framework for the future ofundergraduate engineering education in the United States1. The 2004 final report, The Engineerof 2020 – Visions of
Horner’s historic study onthe role of gender on success within the male dominated world of medicine [16]. In her researchshe asked: After first term finals, Anne (John) finds herself (himself) at the top of her (his)medical school class. Results indicated that women anticipated negative consequences for awoman’s success with theoretical implications for achievement motivation. Her study has beenvalidated and applied in various experiments regarding career development and occupationalchoice [17] with commonalities and differences in the original finding that women had a fearof success. Further studies found relational gender differences in the ways men and women tellstories about the motivation of entrepreneurial leaders [18, 19]. In this