efforts, continuously look for improvementopportunities, and aim to create value that is not only related to the product or service but alsorelevant to their stakeholders. In order to better prepare their students for the increasinglycomplex world, higher education institutions are more and more promoting entrepreneurialmindset (EM) and integrating entrepreneurship elements in their programs [1-3]. Offeringcourses on entrepreneurship, providing extracurricular activities such as pitch competitions anduniversity innovation fellows, and creating physical spaces for innovation and collaboration areamong the popular approaches [4-6]. Promoting entrepreneurial mindset and skills in engineeringcourses is another approach that is gaining momentum. The
have people from very different •That they developed familiarity backgrounds to generate well rounded with common makerspace projects processes and technologies.Q2 - Did EM assist the faculty facilitators with the COVID transition? Was there adifference in the facets of EM that helped with this transition?Each facilitation team tackled the remote transition in different ways. Many innovations indelivery were developed by the teams, and several best practices emerged. The focus on creatingvalue for each of the workshop participants was
introduction to business andentrepreneurship class. Students completed the survey after a 24-hour design sprint, and thenagain at the end of the semester after completing their appropriate course content (whichincluded integration of the makerspace for the engineering classes). Results of the surveys areanalyzed and compared, and follow-up student interviews were conducted and analyzed.2. Literature ReviewEngineering coursework is constantly evolving. The National Academy of Engineering createdthe Grand Challenge Scholars Program in 2008 and included a focus on innovation andentrepreneurship at the university level for future engineers, as well as proficiency of other skillssuch as communication and teamwork [3]. The mission of the Kern
explore creating value to the prototype by having results that can beretro-fitted on an existing piece of equipment, improve existing technology, or developsomething new within a reasonable budget. The student teams benchmark their prototypes todetermine where their product would fit in the market. They create value by knowing how theirfinal solution benefits the user. Finally, the students build mechatronic prototypes using anArduino, and the user is able to view the final demonstration and the innovative solutions fromthe student teams. This project exposes students to the entrepreneurial mindset and theimportance of being curious, connecting with their user, and creating value in a design. Since theinception of this project, it has become a
Education for Engineers.For decades the business of ideas and creating startups was relegated to the business schools withengineers coming in to just complete the creative part of the business or to create the MinimumViable Product or MVP. But for the last decade or so, we have seen a proliferation of engineeringschools offer entrepreneurship education. In the United States, many faculty and engineeringstudents act as the entrepreneurial lead and participate in the Innovation Corps programs offeredby NSF [1]. This has been successful in promoting start-ups originating from universities and ledby students, faculty and post-doctoral fellows, who are trained using the Lean Launchpad method.[2] In order to replicate this model in India, we embarked on
Paper ID #33719Qualitative Investigation on the Failure Experiences of EntrepreneurialEngineering StudentsDr. 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
her teaching and student advising, includ- ing the 1938E College of Engineering Award, the Thomas M. Sawyer, Jr. Teaching Award, the U-M ASEE Outstanding Professor Award, the International Teaching with Sakai Innovation Award, and the College of Engineering Outstanding Student Advisor Award. Aileen has worked in the private sector gaining ex- perience in biotech, defense, and medical device testing at large companies and start-ups. Aileen’s current research areas include entrepreneurship engineering education, impact and engaged learning. Aileen has a Bachelor’s of Science in Engineering from the University of Pennsylvania, a Doctorate of Philosophy from The Johns Hopkins University School of Medicine, and a
consult- ing firm in automation and testing systems. Dr. Kennedy was the Co-founder and CEO of the start-up company, Restorative Biosciences Inc., an early-stage company that focused on developing anti-fouling, anti-inflammatory coatings, and therapeutics for ophthalmic applications. Dr. Kennedy was formerly the Chief Strategy and Innovation Officer for OraVu LLC., developer of the DeVA-1 Dental Vision Assistant system designed to provide microscopic live HD vision between the tooth and gum. Dr. Kennedy is currently a faculty member in the Technology Entrepreneurship and Management (TEM) Department in the Fulton School of Engineering at Arizona State University and former National Chair and Professor of Biomedical
action; and 4) developing teaching methods with a storytelling focus in engineering and science educa- tion. Founder of the Design Entrepreneuring Studio: Barbara helps teams generate creative environments. Companies that she has worked with renew their commitment to innovation. She also helps students an- swer these questions when she teaches some of these methods to engineering, design, business, medicine, and law students. Her courses use active storytelling and self-reflective observation as one form to help student and industry leaders traverse across the iterative stages of a project- from the early, inspirational stages to prototyping and then to delivery.Dr. Ville M. Taajamaa, City of Espoo Ville M. Taajamaa
Quarterly, among others.Dr. 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 and Kremer Innovation Centers which house campus competition teams, capstone projects, and a maker space. He is currently an associate with IOI Partners, a consulting venture focused on innovation tools and systems. Prior to joining Rose-Hulman, he was a company co-founder and Chief Operating Officer of Montronix, a company in the global machine monitoring industry
- ing. Dr. Konak has published papers in journals such as IIE Transactions, Operations Research Letters, Informs Journal on Computing, IEEE Transactions on Reliability, International Journal of Production Re- search, and Production Economics. He has been a principal investigator in sponsored projects from the National Science Foundation, the US Department of Labor, and the National Collegiate Inventors and Innovators Alliance. Dr. Konak currently teaches courses on Database Management Systems, Information Security, and Technology-based Entrepreneurship. He is a member of IEEE and INFORMS.Dr. Sadan Kulturel-Konak, Pennsylvania State University, Berks Campus Sadan KulturelKonak is a professor of Management Information
Paper ID #33408Virtual Elevator Pitch: Disruption or Opportunity?Mrs. Sandra Furnbach Clavijo PE P.E., Stevens Institute of Technology (School of Engineering and Science) Sandra Clavijo is the Director of Core Education for the Schaefer School of Engineering & Sciences at Stevens Institute of Technology. She coordinates the instructional delivery, student registration and scheduling logistics and collection of assessment data for all core courses in the undergraduate engineering and science programs. Sandra previously worked in the Office of Innovation and Entrepreneurship and managed programs encouraging and
Level 2—Comprehend in the cognitive domain by being able to“Explain professional attitudes relevant to the practice of civil engineering, including creativity,curiosity, flexibility, and dependability.” Likewise, the BOK3 also expects students to reachLevel 2—Respond in the affective domain by being able to “Practice professional attitudesrelevant to the practice of civil engineering, including creativity, curiosity, flexibility, anddependability. The BOK3 also mentions innovation. The Kern Entrepreneurial Engineering Network (KEEN) published the KEENFramework: A Guide for Entrepreneurial Mindset [3] to help faculty, students, and industryunderstand their wholistic view. The Framework combines entrepreneurial mindset andengineering
were included addressingself-efficacy concepts; and questions targeting students were dropped. However, an effort wasmade to keep the questions in the student survey as intact as possible to facilitate comparisonbetween the populations. Preliminary results of the comparison analysis are presented.Our work is based on the entrepreneurial mindset framework as defined by the KernEntrepreneurial Engineering Network (KEEN).IntroductionFor some time, entrepreneurship and innovation have been promoted as the linchpin foreconomic growth in an ever-increasing global society. Over the past decade, institutionsassociated with the Kern Entrepreneurial Engineering Network (KEEN) have led an effort topromote the development of an entrepreneurial mindset
, advantages, outcomes, and impact of thiscollaboration model, which can be amended to collaborations between other programs. Thepaper also describes successes, failures, and learning lessons from this multi-disciplinarycollaboration model and closes with the next steps.IntroductionThe value of teaching innovation [3],[18], entrepreneurship mindset [2],[12], and multi-disciplinary teamwork [6] has been recognized and put into practice at various universities usingseveral different models [11],[18]. There have been many ideas to train students to innovate anddemonstrate good multi-disciplinary teamwork [2],[3],[6],[8]. But at the same time, severalchallenges in establishing true multi-disciplinary design programs and teams have been reportedin the
-driven, scaffolded model designed to validate, implement, sustain, and scale high-potential initiatives and partnerships. These efforts seek to build upon internal strengths, fill gaps through the iden- tification of partners of choice, and leverage funding from multiple external sources. Matthew earned his BS in Political Science from Santa Clara University.Dr. Prashanth Asuri, Santa Clara University Dr. Prashanth Asuri joined the Bioengineering faculty at Santa Clara University in Fall 2011 after hold- ing research positions in academia and industry. Dr. Asuri earned his Ph.D. in Chemical and Biological Engineering from Rensselaer Polytechnic Institute and M.B.A. with a focus on Leading Innovative Or- ganizations
Department of Engineering Education and is now a graduate research associate in the department. Her primary research interests are in the areas of coding education and engineering entrepreneurship.Dr. Rachel Louis Kajfez, Ohio State University Dr. Rachel Louis Kajfez is an Assistant Professor in the Department of Engineering Education at The Ohio State University. She earned her B.S. and M.S. degrees in Civil Engineering from Ohio State and earned her Ph.D. in Engineering Education from Virginia Tech. Her research interests focus on the intersection between motivation and identity of undergraduate and graduate students, first-year engineering programs, mixed methods research, and innovative approaches to teaching. She is
Paper ID #32286Engineering Students’ Perceptions of Entrepreneurship: A QualitativeExaminationMs. Heydi L. Dominguez, New Jersey Institute of Technology Heydi Dominguez is a fourth-year undergraduate student pursuing her B.S. in Mechanical Engineering and minoring in Innovation and Entrepreneurship at the New Jersey Institute of Technology. Her career interests include conducting research in the field of engineering education, particularly focused on en- trepreneurship and design education for engineering undergraduates. At NJIT, she is actively engaged in the Society of Women Engineers and Society of Hispanic
positions including as Chair of the Department of Computer Science, Associate Provost, Associate Dean of Engineering for Graduate Studies and Research, and co-director of the Mike Loya Center for Innovation and Commerce. His research focuses on engineering education for entrepreneurship and leadership. He served as General Co-chair of the ACM Conference on Universal Usability 2000, Program Chair of ACM SIG-DOC 2003 and General Chair of ACM SIG-DOC 2007, and organized SIGCHI’s series of events in Natural Language Interfaces. He has authored or co-authored over 130 refereed publications and over $16 million in funded grant proposals.Mr. Nicholas A. Ramirez, University of Texas at El Paso Nicholas Ramirez is an
Paper ID #33654Entrepreneurial Vision Module: Lessons from the PandemicProf. Claudia Paz Gwynn, Universidad Andres Bello Doctorate student in Psychology with a research line in innovation, Master in Entrepreneurial Develop- ment for Innovation and Master in Coaching. National Coordinator of the Academy of Innovation and Entrepreneurship in the School of Engineering, Universidad Andres Bello, Chile. With training and ex- perience in active methodologies for teaching and training entrepreneurial and innovative skills.Prof. Genaro Zavala, Tecnologico de Monterrey; Universidad Andres Bello Genaro Zavala is a Full Professor and
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
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
Paper ID #29351The Relationship between Teamwork and Innovation Outcomes in anEngineering Thermal Science Course: An Entrepreneurial MindsetSimulationMs. Thien Ngoc Y Ta, Arizona state university Thien Ta is a doctoral student of Engineering Education Systems and Design at Arizona State University. She obtained her B.S., and M.S. in Mechanical Engineering. She has taught for Cao Thang technical college for seven years in Vietnam. She is currently a graduate research associate for the Entrepreneurial Mindset initiative at the Ira A. Fulton Schools of Engineering at Arizona State University. Her doctoral research focuses on
Paper ID #30063To Start or Not: Impact of Engineering Students’ Engagement inEntrepreneurship Competitive Activities on their EntrepreneurialIntentionsMiss Yaxin Huang, Shanghai Jiao Tong University Yaxin Huang received a Bachelor’s degree in English language and literature from Hohai University of China (2018), and is studying for a Master’s degree in higher education at SJTU. Her research interest includes engineering students’ international learning experiences, innovation and entrepreneurship edu- cation.Prof. Jiabin Zhu, Shanghai Jiao Tong University Jiabin Zhu is an Associate Professor at the Graduate School of
experiences Tampa, Florida, 2019/06/15, 2019. [Online]. Available: https://peer.asee.org/31905.[12] J. Baqersad, Y. Dong, A. Mazzei, A. Sheidaei, and B. Alzahabi, "Implementation of an Innovation and Entrepreneur Mindset Concept into Mechanics of Materials Course," presented at the ASEE Conference and Exhibition, Salt Lake City, Utah, 2018/06/23, 2018. [Online]. Available: https://peer.asee.org/30614.[13] P. Shekhar, A. Huang-Saad, J. Libarkin, R. Cummings, and V. Tafurt, "Assessment of Student Learning in an Entrepreneurship Practicum Course," presented at the ASEE Conference and Exhibition, Columbus, Ohio, 2017/06/24, 2017. [Online]. Available: https://peer.asee.org/27639.[14] S. D. Sheppard et al
Paper ID #30098Using the Entrepreneurial Mindset to Master Kinematics and Human BodyMotion in a Biomechanics CourseDr. Andrea T Kwaczala, Western New England University Andrea Kwaczala is an assistant professor at Western New England University in the biomedical engi- neering department. She teaches Biomechanics, Product Development and Innovation, Senior Capstone Design and Prosthetic and Orthotic Devices. She focuses on hands-on labs centered on student engage- ment and project-based learning. She works in affiliation with Shriners Hospitals for Children where her research focuses in the design of assistive technologies to
opportunities.IntroductionAt its conception during the turbulent economic times of the Great Depression, LawrenceTechnological University, founded in 1932 as Lawrence Institute of Technology, was establishedwhen the demand for innovative thinkers possessing a sound technical skill set was paramount todrive the new technical era into a reality. The Lawrence brothers, Russell and E. George, had thevision to develop future leaders of industry by preparing its students through an educationalphilosophy dedicated to ‘theory and practice’. With its rich history and through the guidance ofmany generations of university leaders – from presidents to provosts to deans – Lawrence Techcontinues to develop leaders through innovative and agile programs embracing theory andpractice