Acceptance Rate
Average Undergrad GPA
Years Work Experience
Average Age

Test Scores

GMAT (25th and 75th percentiles)
607 - 710
3.48 - 3.80


Early Application Deadline
December 10

Regular Application Deadline
March 1

Rolling Admission Deadline
June 30

Round 1
December 10

Round 2
March 1

Round 3
May 31

Round 4
June 30

Other Admission Factors


Undergraduate GPA

Work Experience

School Type And Accreditation

School Type


Selectivity Rating

Program Types






Faculty Information

Total Faculty

Underrepresented Minorities

Students Say

The Fox School of Business at Temple University has "one of the best networks and reputations in the Philadelphia region." It also boasts "innovative courses" and maintains a "global/international focus," two facets that students here greatly appreciate. The coursework typically maintains a nice "balance of academic theory and real world relevance." And the program features "flexible class schedules" which truly allow students to "tailor [their courses to their] individual needs." While the classes are often "challenging," we've been assured that it's also "manageable" and quite "rewarding." Importantly, Temple has also cultivated an "outstanding staff and administration." Professors here tend to be "passionate" and have "amazing industry experience." As one grateful student explains, "Not only are they teaching the book concepts but [they also] show us how to apply these concepts as a manager/business owner." Just as essential, they strive to make themselves "accessible." All in all, it's quite evident that "Temple is putting their full resources into the Fox School of Business, and it seems no expense is spared, whether it is for school-funded trips to NYC to visit the stock market, entry fees for nation-wide case study competitions, or funds for capstone consulting projects. Temple truly supports their students."


Healthcare Administration
Human Resources
Information Systems/Information Technology
International Business
JD/MBA - Dual Degree
MD/MBA - Dual Degree
MS/MBA - Dual Degree
Real Estate

Specialized Masters

Analytics and Information Management
Business Administration
Corporate Finance
Data Analytics
Financial Planning
Healthcare Administration
Human Resources
Information Systems/Information Technology
International Business

Certificate Programs

Analytics and Information Management
Healthcare Administration
Human Resources

Center for Research

Healthcare Administration
Information Systems/Information Technology
International Business
Organizational Behavior


Courses in Sustainability

Sustainability course is

Sustainable Business Practices Social Entrepreneurship Special Topics MSCM: Energy, Industries, Markets, Institutions, and Policies Environmental Law Corporate Sustainability Environmental Economics Leadership & Ethics Risk Management

Research Opportunities in Sustainability

http://sustainability.temple.edu/ As an urban institution that is deeply engaged in the community, Temple University's commitment to sustainability can have a profound impact on the health and quality of life of a large and diverse population within Temple and its surrounding community. The university is positioned to be an important educational resource for teaching sustainability, with its three pillars of environment, economics and social justice. It is committed to demonstrating the value of those principles through its own example and through the activities it sponsors in the community. Temple aims to serve as a model for similar urban institutions and to burnish its national reputation for excellence and commitment to principled policy and action. To reach its goals for sustainability, Temple University has made a commitment to examining all relevant decisions for their environmental impact; assessing current practices and performance; establishing goals; prioritizing plans based on environmental benefits as well as cost effectiveness; providing adequate capital investment to fund the programs; implementing the plans; managing the projects effectively and conducting periodic review and updates of program goals based on changing internal and external constraints. The expected outcome of these steps is the creation of a culture and expectation for environmental action at all levels. Temple University's work will proceed in three broad areas: 1) Advancing academic initiatives and research; 2) Creating sustainable campuses; 3) Improving outreach and engagement. Faculty have been actively engaged in sustainability focused research. As a result of their individual research, the faculty authored the following fifty publications: 1. Asthana, S. C., Balsam, S., and S. Kim, 2009. The Effect of Enron, Andersen, and Sarbanes-Oxley on the US Market for Audit Services. Accounting Research Journal, 22(1), 4-26. 2. Asthana, S.A., S. Balsam, and J. Krishnan, 2010. Audit Firm Reputation, Auditor Switches, and Client Stock Price Reactions: The Andersen Experience. International Journal of Auditing 14 (3): 274-293. 3. Bacdayan, P. and D. Geddes, (2009). What makes a quiz fair? Applying the Organizational Justice Literature. Marketing Education Review, 19(2): 15-26. 4. Basu, S. (2009). Conservatism Research: Historical Development and Future Prospects. China Journal of Accounting Research, 2(1): 1-20. 5. Basu, S., Dickhaut, J., Hecht, G., Towry, K. and G.B. Waymire, 2009. Reply to Michael Smith: Does ‘‘Economic History’’ Include Experiments on How Institutions Alter Exchange History in a Laboratory Environment? Proceedings of the National Academy of Sciences of the U.S.A., 106(16), E40. 6. Basu, S., Dickhaut, J., Hecht, G., Towry, K., and G. B. Waymire, 2009. Recordkeeping Alters Economic History by Promoting Reciprocity, Proceedings of the National Academy of Sciences of the USA, 106(4):1009-1014. 7. Basu, S., Kirk, M. and G.B. Waymire, 2009. Memory, Transaction Records and The Wealth of Nations. Accounting. Organizations and Society, 34(8): 895-917. 8. Calvano, L., & Andersson, L. 2010. Hitting the jackpot (or not): An attempt to extract value in Philadelphia’s casino controversy. Organization 17(5): 583-597. 9. Chelekis, Jessica and Susan M. Mudambi, 2010, “MNCs and Micro-Entrepreneurship in Emerging Economies: The Case of Avon in the Amazon,” Journal of International Management, 16(4), December, 412-424. 10. Deckop, J.R., Jurkiewicz C.L. & Giacalone R.A. 2010. Effects of Materialism on Work-Related Personal Well-Being. Human Relations 63 (7): 1007-1030. 11. Dunlap-Hinker, D., Kotabe, M. and Mudambi, R. 2010. A story of breakthrough vs. incremental innovation: corporate entrepreneurship in the global pharmaceutical industry, Strategic Entrepreneurship Journal, vol.4(2): 106-127. 12. Gao, Gerald Y., Janet Y. Murray, Masaaki Kotabe, and Jiangyong Lu, 2010 “A ‘Strategy Tripod’ Perspective on Export Behaviors: Evidence from Domestic and Foreign Firms Based in an Emerging Economy,” Journal of International Business Studies, 41 (3): 377-396. 13. Geddes, D., 2009. How Am I Doing? Exploring On-Line Gradebook Monitoring as a Self-Regulated Learning Practice That Impacts Academic Achievement. Academy of Management Learning & Education, 8(4): 494-510. 14. Giacalone, R.A. & Promislo, M. D. (2010). Unethical and Unwell: Decrements in Well-Being and Unethical Activity at Work, Journal of Business Ethics, 91, 275-297. 15. Giacalone, R.A., 2010 . “JMSR: Where are we now – where are we going?” Journal of Management, Spirituality, and Religion, 7, 3-6. 16. Giacalone, R.A., & Jurkiewicz, C. L. (Eds.) 2010. Handbook of Workplace Spirituality and Organizational Performance. Armonk, NY: M.E. Sharpe (Second Edition). 17. Giacalone, R.A., & Wargo, D. T., 2010. The Roots of the Global Financial Crisis Are In Our Business Schools. Journal of Business Ethics Education, 6: 1-24 18. Hermanson, D., J. Krishnan, and Z. Ye. 2009. “Adverse Section 404 Opinions and Shareholder Dissatisfaction Toward Auditors.” Accounting Horizons, 23 (4): 391-409. 19. Hill, TL & Mudambi, Ram. 2010. Far from Silicon Valley: how emerging economies are reshaping our understanding of global entrepreneurship. Journal of International Management, 16 (4): 321-327. 20. Hill, TL, Kothari, Tanvi & Shea, Matt. 2010. Patterns of meaning in the social entrepreneurship literature: semantic network analysis insights. Journal of Social Entrepreneurship, 1 (1): 5-31. 21. Hutchin, James W. and Norman A. Baglini 2009. Risk and Insurance in a Post-Gulf Catastrophe World. John Liner Review, 24(3): 7. 22. Kang, K.H., Lee, S., & Huh, C. , 2010. Impacts of Positive and Negative Corporate Social Responsibility Activities on Company Performance in the Hospitality Industry. International Journal of Hospitality Management, 29 (1): 72-82. 23. Kim, T., Bateman, T., Gilbreath, B., & Andersson, L. 2009. Employee cynicism and top management credibility: A comprehensive model. Human Relations, 62(10): 1435-1458. 24. Kotabe, Masaaki and Michael Mol, 2009. "Outsourcing and Financial Performance: A Negative Curvilinear Relationship," Journal of Purchasing and Supply Management, 15 (4): 205-213. 25. Kotabe, Masaaki, 2010. “Evolving Intellectual Property Protection in the World: Promises and Limitations,” UPR Business Law Journal, 1 (1): 1-16. 26. Krishnan, Jayanthi and Joon S. Yang, 2009. “Recent Trends in Audit Report and Earnings Announcement Lags.”Accounting Horizons. 23(3): 265–288. 27. Krishnan, J., and J.E. Lee. 2009. Audit Committee Financial Expertise, Litigation Risk and Corporate Governance. Auditing: A Journal of Practice & Theory, 28 (1): 248-261. 28. Lee, S. and S.Y. Park, 2009. Do Socially Responsible Activities Help Hotels and Casinos Achieve Their Financial Goals? International Journal of Hospitality Management, 28(1): 105-112. 29. Lee, S., & Park, S.Y. 2010. Financial Impacts of Socially Responsible Activities on Airline Companies. Journal of Hospitality and Tourism Research, 34 (2): 185-203. 30. Lee, S., and C.Y. Heo, 2009. Corporate Social Responsibility and Customer Satisfaction Among US Publicly Traded Hotels and Restaurants. International Journal of Hospitality Management, 28(4): 635-637. 31. Lorenzen, M. and Mudambi, R. 2010. Bangalore vs. Bollywood: Connectivity and catch-up in emerging market economies, AIB Insights, vol.10(1): 7-11. 32. Malik, Omar R. and Masaaki Kotabe, “Dynamic Capabilities, Government Policies, and Performance in Firms from Emerging Economies: Evidence from India and Pakistan,” Journal of Management Studies, 46 (3), 2009, 421-450. 33. Mudambi, R. and Venzin, M. 2010. The strategic nexus of offshoring and outsourcing decisions, Journal of Management Studies, 47(8): 1510-1533. 34. Murphy, Frederic, 2010. Learning to Collude Tacitly on Production Levels by Oligopolistic Agents, (with Steven Kimbrough) Co

School's environmental commitment 1:
1. Course Development: a. Have created new courses address sustainability topics for both undergraduate and graduate students. Developing courses at the graduate and undergraduate levels b. Developed cross listed programs with departments across campus. c. Sustainability themes (social and environmental stewardship, governance and ethics) transcend a majority of classes across the Fox School.

School's environmental commitment 2:
2. Fox School mission and values reflect the importance of addressing sustainability in our curricula, research, student experiences and outreach. In 2009, the faculty, staff and students engaged in a vision and mission building strategic planning activity. Throughout the year we offered many opportunities to reflect on the schools vision, values and mission establishing a roadmap for the future – one where the principles of sustainability are valued and integrated into school practice.

School's environmental commitment 3:
3. Created the Fox/STHM Sustainability Network: A network of faculty and staff who are interested in sustainable business development and who bring those interests to the classroom. The members of the Sustainability Network provide thought leadership to Fox and STHM by: defining our broad concept of sustainability; identifying ways we can more effectively integrate sustainable practice into the management of our school; creating the message and brand we wish to promote; working on strategies to integrate sustainability across the business curriculum; and encouraging collaborative partnerships for research and curricula development. This dynamic network grew from a grass root initiative led by only a handful of faculty. Today, the network continues to grow with more than 50 members actively engaged in scholarship, teaching and providing enriched student experiences related to our sustainability themes.

Career Overview

Average Starting Salary
Accepted employment by 3 months after graduation

Finding Jobs & Internships

Source Of Full-Time Job Acceptances
School Facilitiated
Graduate Facilitated

Source Of Internship Acceptances
School Facilitiated
Graduate Facilitiated

Graduates Employed by Area of Practice

Human Resources
Information Technology

Graduates Employed by Region


Students Say

"Temple has an extremely high job placement percentage for their students," and some of this success can surely be attributed to the numerous "networking opportunities [that] exist between current students and alumni." Being located in a "major city provides access to major corporations." Moreover, Fox MBAs also have an amazing career services office at their disposal. At the Center for Student Professional Development, students can take advantage of everything from mock interviews to one-on-one coaching sessions. The center also works diligently to bring top companies and executives to campus for recruiting and networking purposes as well as its fantastic speaker series. Graduates from the Fox School of Business are often hired by the world's leading companies including Deloitte, JPMorgan Chase, Time Warner Cable, MERCK, Bristol-Meyers Squibb, SEI, Vanguard, Walmart and AstraZeneca.

Job Function

Job Function % of Grads Seeking Employment Who Accept
Jobs w/in 3 Months
Median Salary Mean Salary Low Base Salary High Base Salary
Operations / Logistics 45% $105,000 $95,000 $65,000 $125,000
Marketing / Sales 16% $95,000 $94,000 $70,000 $125,000
Consulting 11% $93,000 $97,750 $75,000 $125,000
Human Resources 11% $105,000 $105,000 $95,000 $115,000
Information Technology 11% $80,000 $80,000 $70,000 $70,000
Finance / Accounting 8% $90,000 $96,667 $85,000 $115,000


Industries % of Grads Seeking Employment Who Accept
Jobs w/in 3 Months
Median Salary Mean Salary Low Base Salary High Base Salary
Financial Services 26% $110,000 $106,500 $70,000 $125,000
Pharmaceutical / Biotechnology / Healthcare 18% $80,000 $78,125 $65,000 $95,000
Consulting 11% $93,000 $88,500 $70,000 $98,000
Manufacturing 5% $110,000 $110,000 $105,000 $115,000
Consumer Products 3% $105,000 $105,000 $105,000 $105,000
Non-profit 3%
Other 3% $70,000 $70,000 $70,000 $70,000

Prominent Alumni

David Schoch
Group Vice President and President of Asia Pacific at Ford Motor Co (retired)

Bhavesh Patel
Chairman of Management Board, Chief Executive Officer and Member of Management Board at LyondellBasell Industries N.V.

Martin Schroeter
Senior Vice President, Global Markets IBM

Sondra Barbour
Executive Vice President of Lockheed Martin's Information Systems & Global Solutions (IS&GS)

Brenton Saunders
Chief Executive Officer of Allergan PLC


Financial Aid Statistics

Average Aid Package

Average Scholarship / Grant Aid Package

Students Receiving Some Form Of Aid

All Students Receiving Scholarships / Grants

New Students Receiving Some Form Of Aid

New Students Receiving Scholarships / Grants

New Students Receiving Loans

Tuition Part-Time (per credit hour)

Tuition (In-State)
Tuition (Out-State)

Student Body Profile

Total Enrollment
Part Time

In State
Out of State
Foreign Countries Represented


Underrepresented Minorities

45% female
55% male

Campus Life

Students Say

The Fox School's location "in the heart of" Philadelphia is certainly a boon for students. Temple University's "main campus is…conveniently located off of a major transportation line." And of course, the city itself "is rich with diverse dining & bar options, museums, theaters, etc. " As one student further explains, "I have gone to have drinks with classmates a number of times after a big project or just for a large get together someone has organized." Certainly, the school itself offers "plenty of opportunities to get involved in clubs and groups in [one's] areas of interest" as well. Though given that the MBA program "primarily cater[s] to working professionals," many students are mostly focused on their coursework. Speaking of Fox students, many describe their peers as "intelligent, forward-thinking, and responsible." A large number come into the program with "significant work experience" which is beneficial for class discussions. One student rushes to add, "All students have such unique backgrounds and bring all different perspectives to the classroom which helps to diversify the experience in the program." Best of all, the vast majority are "friendly" and "seem to want to invest in each others' future."

More Information

% of Classrooms with Internet Access

Campus-wide Internet Network

Internet Access for All Students

Admissions Office Contact

William M Rieth
Director, Graduate Enrollment Management

1801 Liacouras Walk, Alter Hall
Suite 701
Philadelphia, PA 19122-6083
United States




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