Source: PURDUE UNIVERSITY submitted to NRP
FOOD AND AGRICULTURAL SCIENCES NATIONAL NEEDS GRADUATE FELLOWSHIPS IN AGRIBUSINESS MANAGEMENT
Sponsoring Institution
National Institute of Food and Agriculture
Project Status
COMPLETE
Funding Source
Reporting Frequency
Annual
Accession No.
0203639
Grant No.
2005-38420-15787
Cumulative Award Amt.
(N/A)
Proposal No.
2005-02541
Multistate No.
(N/A)
Project Start Date
Sep 1, 2005
Project End Date
Aug 31, 2010
Grant Year
2005
Program Code
[KK]- National Needs Graduate Fellowships Program
Recipient Organization
PURDUE UNIVERSITY
(N/A)
WEST LAFAYETTE,IN 47907
Performing Department
AGRICULTURAL ECONOMICS
Non Technical Summary
The need for research on the agribusiness sector is critical as supply chains are becoming more tightly aligned, businesses are consolidating through mergers, acquisitions, joint ventures and stratetic alliances and an industrialization mentality is unfolding. To meet the need for Ph.D. training in agribusiness management and marketing two Fellows will be supported in Purdue University's Ph.D. program in Agribusiness Management and Marketing. These fellows will capitalize on the critical mass of resources at Purdue University and, upon completion of their degree, move into positions in academia or industry in agribusiness management.
Animal Health Component
100%
Research Effort Categories
Basic
(N/A)
Applied
100%
Developmental
(N/A)
Classification

Knowledge Area (KA)Subject of Investigation (SOI)Field of Science (FOS)Percent
90360993020100%
Goals / Objectives
The Food and Agricultural Sciences National Needs Fellowships in Agribusiness Management program at Purdue University will support two Fellows who will enroll in the Purdue Agribusiness Management and Marketing program. The objective of this program is to provide effective, innovative and relevant Ph.D. level training for these two Fellows so that they are prepared to work in agribusiness management in industry and academic institutions, as researchers, classroom teachings and extension teachers. Fellows will receive a unique combination of training in management and agricultural economics that will be vital for serving the needs in the agribusiness industry and academic institutions. Fellows will take graduate courses in business management, agricultural economics, economics, and quantitative methods. Through dissertation research they will have the opportunity to be involved in interdisciplinary research applied to agribusiness management in such areas as food science, animal science, agricultural engineering, or horticulture. Fellows will take coursework on how to be successful with undergraduate teaching from award winning undergraduate teachers. Fellows will also gain valuable experience by providing instructional support for the executive training seminars conducted by Purdue's Center for Food and Agricultural Business. This will include teaching in the continuing education programs and developing business management case studies. The outcomes of this program will be measured in the short term by the successful completion of the Ph.D. by the Fellows, the employment opportunities that are available to them upon completion of the degree, the number of case studies, papers presented at professional meetings, published manuscripts and Extension programs the Fellows complete. In the longer term the outcomes of this program will be measured by the leadership positions that the Fellows acquire within agribusiness (both academia and industry) and the difference they make.
Project Methods
Fellows will successfully complete a minimum of 50 semester credits in graduate courses in business management, agricultural economics, economics, and quantitative methods. They will specialize in one area of agribusiness management which requires a minimum of 9 credits of coursework. Like all Purdue Ph.D. students, Fellows will take core courses in microeconomic and macroeconomic theory, applied microeconomics as well as additional hours of economic credits and 9 hours of quantitative credits. Fellows also take an Economics Preliminary Examination and an Agricultural Economics Preliminary Examination. The strong economic theory and quantitative methods skills required of all Purdue graduates will allow them to perform research with the rigor to be successful in a competitive academic environment. Fellows complete a dissertation like all Purdue Ph.D. students. They must successfully complete a Dissertation Research Prospectus Seminar and a Final Oral Examination. Dissertation topics may involve working with specialists in other fields such as food science, animal science, agricultural engineering, or with industry. Fellows will also gain valuable experience by providing instructional support for the executive training seminars conducted by Purdue's Center for Food and Agricultural Business. This will include teaching in the continuing education programs and developing business management case studies. Fellows will take coursework on how to be successful with undergraduate teaching from award winning undergraduate teachers. The faculty and staff in the Department of Agricultural Economics place high priority on having a successful pipeline for all students, including the Fellows. They work with the students to help them write and present papers (including finding financial support to attend the conferences) at professional conferences to make connections that may open doors for jobs in the future. Faculty and staff actively network with colleagues around the country to promote Purdue students and ensure that Purdue students are given careful consideration for appropriate jobs. Purdue University's Center for Food and Agricultural Business (CAB), New Ventures Team and Agricultural Innovation and Commercialization Center (AICC) provide important avenues for the pipeline. The Fellows will have the opportunity to participate (often as a teaching assistant) in programs offered to agribusiness professionals through CAB, the New Ventures Programming and AICC. Many important contacts have been made by graduate students during these programs that have opened the doors to jobs in the future.

Progress 09/01/05 to 08/31/10

Outputs
This project delivered an integrated distance-based educational course, for small business decision-makers who were recipients of SBIR Phase I funding, on writing effective commercialization plans. The course consisted of on-line web based materials for asynchronous use by the participants, two live web based sessions and individualized feedback and assistance with the writing of their commercialization plans Specifically the program consisted of: a central web page, on-line lectures, two live webinars (that were also available later in streaming form from the internet), a written review of their submitted commercialization plan, and a follow-up conference call regarding the submitted commercialization plan. In the fall of 2009, the course and accompanying commercialization plan review was offered to all 71 SBIR Phase I awardees. From this group, 40 registered for the course, 27 and 21 participated in the first and second webinar respectively, and 27 commercialization plans were submitted and evaluated by Purdue graduate students and faculty. The review of the submitted commercialization plans was interactive in nature and designed to provide an individualized approach for each participant. Upon receipt of the commercialization plan Purdue graduate students, using a standard evaluation form, provided written comments that were forwarded to each participant. Of the 27 participants who completed a commercialization plan, 100% signed up for one-on-one conference calls with either Professor Maria Marshall or Professor Joan Fulton. Participants completed an on-line evaluation of the program directly after completing the program. All respondents worked through the on-line commercialization plan development course and submitted a commercialization plan for review. All respondents found the written feedback to be helpful and also found the conference call to be helpful. In summary the course was very useful for Phase I recipients. Participants appreciated the flexibility of the program as well as the content. As noted by several email correspondences with clients, this is often the first commercialization plan the client has written, indicating the importance of a supporting team in the process. The key Purdue team members for 2009 - 2010 (Drs. Fulton and Marshall and Gustav Helmers, a PhD student who worked on the project for all three years) noticed a substantial improvement in the quality of the submitted commercialization plans, which is likely attributable to the evolving course content and delivery. PRODUCTS: Since this is an educational program the specific products are the on-line lectures and webinars. The final component of the program, the review of the commercialization plans, was very important for the participants but did not result in specific products. OUTCOMES: The objective of the program was to help the recipients of Phase I SBIR grants acquire the skills to develop more effective commercialization plans so they have a better chance of moving their projects to successful commercialization. The evaluation results indicate that the program achieved this objective with 100% of the respondents indicating that the written feedback on the commercialization plans was helpful and 100% indicating that the conference calls to discuss the commercialization plans were helpful. DISSEMINATION ACTIVITIES: The program was set up specifically for recipients of SBIR Phase I grants. The program was disseminated in multiple formats. On-line lectures and webinars were disseminated via the internet. Written feedback on commercialization plans were provided using "track changes" and comments in the word processing. A conference phone call allowed for verbal feedback to the participants. FUTURE INITIATIVES: A follow up survey of past participants will be conducted to see how the program assisted them in the commercialization of their product/service.

Impacts
The immediate impact is that the SBIR Phase I grant recipients are better able to write an effective commercialization plan. The long run impact, which can only be measured after the passage of time, will involve the more effective business ventures resulting from these innovation products/services.

Publications

  • No publications reported this period