This paper presents a case study of the development of an interdisciplinary program in design, innovation, and entrepreneurship – a Bachelor of Science in Product Design and Entrepreneurship (PDEN) - at University of the Pacific. University of the Pacific is a medium-size, private, student-centered university with three campuses in California. The goal of this new program is for students to cultivate an entrepreneurial mindset by integrating diverse ideas and concepts across disciplines to generate innovative solutions to complex problems. Students will engage in user-centered design thinking, storytelling to communicate the value of their ideas, and collaborative teamwork to develop high-quality prototypes through iterative processes. They will also gain essential skills in market research, financial forecasting, and innovation, ensuring they can connect theory to practice in ways that benefit both society and the economy.
The development of this program required collaboration across a variety of disciplines in three academic units: (i) engineering and computer science; (ii) arts, humanities, and sciences, and (iii) business. It was led by a Faculty Advisory Board and coordinated with the Strategy and Enrollment Office, as well as the Curriculum Committees and Deans of each of the three academic units. In this paper, we reflect on the institutional opportunities and challenges of creating such an interdisciplinary curriculum.
The development required gaining faculty buy-in while navigating institutional structures and priorities, budget management, faculty compensation disparities, workload allocation across departments, as well as modifying existing courses to fit the new program based on content and prerequisites. For instance, a unique and challenging aspect of this effort was garnering endorsements from a diverse range of more than 15 academic programs in order to include their courses in the program. Some of the concerns departmental leaders raised included the potential increases in class sizes, frequency of courses offerings, faculty resources, and whether some courses needed significant realignment or had overlapping content with the PDEN program (which could be a concern for programs that may view PDEN as internal competition).
Despite these challenges this effort also presented significant opportunities. For instance, it led to the creation of new collaborative courses, the addition of new electives to existing programs, and the reinvigoration of the entrepreneurship area in the business school, which evoked enthusiasm for the new program. It also has the potential to foster more collaboration among faculty across disciplines in the future. In this paper, we will share lessons learned and recommendations for similarly structured institutions seeking to develop interdisciplinary innovation and entrepreneurship program models that bridge academic units.
The full paper will be available to logged in and registered conference attendees once the conference starts on June 22, 2025, and to all visitors after the conference ends on June 25, 2025