, and had very high retention rates for their most valued engineers.Now take Company B, where socialization methods have normalized over the organizationalhistory. New engineers are hired, but often without a project assigned and work on menial tasksas the “new kid” for a few months. Managers and coworkers are all working long hours, and areunable or unwilling to help with questions due to time constraints and competition within theorganization. Resourceful engineers make strides on the projects they get assigned, and are doinggreat work. They would like to socialize with their colleagues more, but Friday evenings arealready busy. Many realize they are getting passed over for promotions for two reasons, 1) lessexperienced engineers who
) discuss this method, b) provide an analysis of the impacts of theprojects undertaken through its use, and c) provide case study examples of the conversionprocess from advisement to partnership within the engineering programs at select institutions.The Project Unlock Method™, coupled with the KEEN Entrepreneurial Mindset (EM)framework, provides a pathway for engineering programs to leverage the expertise and insight ofindustry in their programs and curriculum. By shifting IABs from reactionary advisory roles toactive partnership roles, the approach demonstrates how academic-industry interactions canbecome more adaptive and impactful. This paper also shares current efforts from a ProjectUnlock ™ training involving over 15 institutions that have now
, we found that QISE knowledge is perhaps its own form of networking;students indicated that what you know was more important to them than who you know. This caninform future QISE outreach efforts to focus outreach efforts on concentrated learning programs.We hope our insights will lead to scalable programs that can bring QISE to everyone. References[1] R. Peng, B. Dorn, A. Naeemi and N. Jafarinaimi, "Interactive visualizations for teaching quantum mechanics and semiconductor physics," 2014 IEEE Frontiers in Education Conference (FIE) Proceedings, Madrid, Spain, 2014, pp. 1-4, doi: 10.1109/FIE.2014.7044207.[2] L. Nita, N. Chancellor, L. M. Smith, H. Cramman, and G. Dost
. Duke Energy operates different types of power generationfacilities, consisting of 27 hydroelectric plants, 11 coal-fired plants, 6 nuclear power plants, 32natural gas facilities, 31 solar farms, 2 pumped storage facilities, 8 battery sites, 1 microgrid, and2 fuel oil facilities [5], as shown in Figure 1a,b [6]. Each generation facility plays a vital role inDuke Energy's objectives and goals to deliver environmentally friendly, dependable, and cost-effective energy within its’ designated service area. (a) (b) Figure 1 (a) Illustration of Duke Energy's electricity generation methods
. [Online]. Available: https://www.naceweb.org/internships#:~:text=NACE%20defines%20an%20internship%2 0as,remote%2C%20or%20hybrid%20modalities. [Accessed: Dec. 17, 2024].[2] N. Ibrahim, M. Metcalfe, R. Rezaie, D. Hoornweg, G. Evans, J. Drake, and K. Newfield, "Engineering education for sustainable cities in Africa," in Proc. Engineering Education for Sustainable Development Conference, EESD8, Bruges, Belgium, Sep. 2016, pp. 4–7.[3] H. K. Yaacoub, F. Husseini, and Z. Choueiki, "Engineering soft skills: A comparative study between the GCC area demands and the ABET requirements," Competition Forum, vol. 9, no. 1, p. 88, Jan. 2011.[4] D. B. de Campos, L. M. M. de Resende, and A. B. Fagundes, "The importance
stage which signal to engineers that they are transitioning from a novice to an expert? R2. How do mid-career engineers approach workplace challenges as compared to new engineers? R3. Do new engineers feel prepared for the challenges faced in entering the workplace? b. If so, what aspects of their education helped them prepare? c. If not, how could their education have better prepared them?Research Methods This section provides information on the study population, data collection, and how thedata will be analyzed.Study Population Individuals contacted for participation in this study had to meet three criteria: have fourto twelve years of experience working as an engineer, currently
industry collaboration:Case study of Japanese companies in the UK,” International Journal of Technology Transferand Commercialisation, vol. 12, no. 1, pp. 43–61, 2013.[7] B. Hillebrand and W. G. Biemans, “The relationship between internal and externalcooperation,” Journal of Business Research, vol. 56, no. 9, pp. 735–743, 2003.[8] A. Parkhe, “Strategic alliance structuring: A game theoretic and transaction costexamination of interfirm cooperation,” Academy of Management Journal, vol. 36, no. 4, pp.794–829, 1993.[9] M. Perkmann, V. Tartari, M. McKelvey, E. Autio, A. Broström, P. D’Este, R. Fini, A.Geuna, R. Grimaldi, A. Hughes, S. Krabel, M. Kitson, P. Llerena, F. Lissoni, A. Salter, andM. Sobrero, “Academic engagement and commercialisation: A
Paper ID #45691WIP: Implementing Backward Design Approach in Integrated Business andEngineering Capstone Project: A NASA Tech Transfer Case StudyMs. Mandana Ashouripashaki, The Ohio State University Mandana Ashouripashaki is a PhD student in Engineering Education at The Ohio State University and also serves as the Associate Director of Licensing and Business Development at OSU’s Innovation and Commercialization Office. Her responsibilities encompass strategic outreach, key account management, advancing deal quality and velocity, as well as overseeing entrepreneurial training and initiatives. Before her tenure at Ohio
apprentices toadapt to their roles in the hands-on workshops. We receive five out of six responding “Strongly Agree”to the first three questions, while the remaining saying “Agree” to all three questions. The participantsagreed that the workshop has enhanced their knowledge, skills, and confidence regarding thetechnology (i.e., the robot arm). This evidences that the workshops help lower the boundary forindustry workers to learn/use technology.Figure 2. Collaborative project as an assessment. (A) One member testing the developedtelerobotics system. (B) Members exchanging ideas and feedback on the telerobotics system. (C)The compliant brushing end-effector prototype.The fourth question (“You have identified some possible applications in your working
engineeringeducation. This endeavor has allowed our IAB members to become active partners engaged inpromoting professional practice. Our IAB members have partnered with us over two years in a)hosting Industry Networking events every semester b) hosting professional panels and c)partnering with a new program titled PIPES. PIPES (Professional Industrial PartnershipEngagement for Students) is a unique CO-OP like opportunity for the students to work with keycompanies or local agencies for course credit. Students can replace their Junior and Seniorengineering clinic courses for a total of eight credits if they want to work outside of a faculty-ledproject. The program gives students a chance to try out the real civil engineering projects andwork side-by-side with
, and faculty. Table 1 providesan overview of participants. To maintain anonymity, pseudonyms were used for all participants,departments have been given a letter pseudonym, and titles have been generalized to theparticipants’ overall area of expertise. Pseudonym Department/Unit Area of Expertise Amy A Advising Mia B Academic administration Billy C Academic administration Mary D Corporate engagement Tom E Faculty James E Faculty John F Corporate engagement Wendy
/w22623.[2] National Academy of Engineering, Understanding the educational and career pathways of engineers. Washington, DC: The National Academies Press, 2018. doi: 10.17226/25284.[3] S. D. Sheppard, A. L. Antonio, S. R. Brunhaver, and S. K. Gilmartin, “Studying the career pathways of engineers: An illustration with two data sets,” in Cambridge handbook of engineering education research, A. Johri and B. M. Olds, Eds., New York, NY: Cambridge University Press, 2014, pp. 283–309.[4] M. T. Cardador and P. L. Hill, “Career paths in engineering firms: Gendered patterns and implications,” J. Career Assess., vol. 26, no. 1, pp. 95–110, 2018.[5] M. Tremblay, T. Wils, and C. Proulx, “Determinants of career path preferences among
learning for students.References[1] B. Moran, “Strategic planning in higher education,” College & Research Libraries News, vol. 46(6), pp. 288-292, 2020, doi:https://doi.org/10.5860/crln.46.6.288[2] (2025) The Penn State Strategic Plan. [Online]. Available: https://strategicplan.psu.edu/[3] C.L. Thompson, T.A. Misko, and M.R. Chance, “Training the next generation of translational scientists: The Case Western Reserve University translational fellows program,” Journal of Clinical and Translational Science, vol. 6(1), e47, 2022.[4] M. Wasko, K.A. Nearing, S.L. Neves, A. Carrillo, J. Rainwater, J.A. Croker, and R.P. Kimberly, “Training T-shaped translational scientists,” Journal of Clinical and Translational Science, pp. 1-19
further data to be gathered. However, we hope this work showcases howindustry can support curriculum development to further ensure young engineers’ success.References[1] T. T. York, C. Gibson, and S. Rankin, “Defining and measuring academic success,” Practical assessment, research, and evaluation, vol. 20, no. 1, p. 5, 2019.[2] G. D. Kuh, J. L. Kinzie, J. A. Buckley, B. K. Bridges, and J. C. Hayek, What matters to student success: A review of the literature, vol. 8. National Postsecondary Education Cooperative Washington, DC, 2006.[3] “IET skills and demand in industry 2021 survey,” 2021.[4] D. I. Spang, “Curriculum design and assessment to address the industry skills gap,” in 2014 ASEE Annual Conference &
-tools-on-student -learning?utm_source=chatgpt.com[5] B. R. Barricelli, E. Casiraghi, and D. Fogli, “A survey on digital twin: Definitions, characteristics, applications, and design implications,” IEEE Access, vol. 7, pp. 167653–167671, 2019.[6] L. Kartashova, A. Gurzhii, V. Zaichuk, T. Sorochan, and F. Zhuravlev, “Digital Twin of an Educational Institution: An Innovative Concept of Blended Learning:,” in Proceedings of the 1st Symposium on Advances in Educational Technology, Kyiv, Ukraine: SCITEPRESS - Science and Technology Publications, 2020, pp. 300–310. doi: 10.5220/0010931100003364.[7] A. Prakosa et al., “Personalized virtual-heart technology for guiding the ablation of
, community colleges, and universities. Dr. Linvill’s research is strategically designed to address organizational challenges and create novel solutions to those challenges. Her work has been presented at national and international conferences and has been published in The Routledge Handbook of Communication and Bullying and in Communication, relationships, and practices in virtual work (IGI Global). Dr. Linvill applies an organizational communication lens to her classes on Business Principles, Ethics, Negotiation and Decision Making, Organizational Behavior, and Organizational Leadership, and to Awareness Trainings related to destructive workplace behaviors presented at local high schools. Dr. Linvill is a Member of the
development experience for the students,ensuring successful project completion, and enhancing their own professional and personalgrowth.Research QuestionsThis objective of this study is to examine the experience of students and liaisons to helpunderstand how the role of the liaison contributes towards a successful project delivery and afulfilling educational experience for both the students and the liaison. This objective is assessedthrough the following research questions.a. Are project liaisons critical for the success of student teams delivering successful projects?b. Do students appreciate liaisons who are deeply invested in their work?c. Are engineers prepared for the liaison role?d. Do engineers benefit from the project liaison