Temple University - The Fox School of Business and Management campus


Acceptance Rate
Average Undergrad GPA
Years Work Experience
Average Age

Test Scores

GMAT (25th and 75th percentiles)
610 - 660
3.30 - 3.90


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


Selectivity Rating







Faculty Information

Total Faculty


Students Say

Temple University's reputation has been growing exponentially in the business world. Naturally, this notion is certainly not lost on current students who praise the school's "high-end new facilities, rising rankings, and strong brand equity." Additionally, Temple's Philadelphia location guarantees "proximity to major companies;" companies with which the school has forged strong relationships. Students also benefit from "small class sizes" which "provide a one-on-one experience with the opportunity to collaborate with award-winning faculty." However, opinion on academic rigor is definitely divided. Students find the caliber for most courses to be "world class," but some feel that the professional development course "seems tailored more toward an undergrad population" and the international population. But these skills must be useful with the corresponding rise in placement rates.

For the most part, professors "truly care about each individual student and keep classes fresh with ideas and topics that are timely in today's business world." Students also eagerly report that they are great at fostering "meaningful discussion." Just as essential, it's apparent that Temple professors are "dedicated to teaching" and they really do their utmost to make themselves "accessible."

Moreover, the administration makes a concerted effort to "seek student input." They frequently ask MBA candidates to "evaluate [their] classes, courses and overall experience." And the school truly utilizes this feedback to ensure the program "constantly stays up on trends." Indeed, "The Fox School is on the road to continuous improvement; the program is continually evolving to help meet student needs."

Specialities of faculty

Academic specialties of faculty

Innovation & Entreprenuership

International Business

Innovation and Technology

Advanta Center for Research in Financial Institutions

Institute for Global Management Studies

Center for Design & Innovation

Center for Competitive Government


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) Computational Economics, 2009, 33(1): 47-78.

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

General Management
Information Technology

Graduates Employed by Region

Possessions and Territories

Students Say

The Fox School of Business provides students with many avenues for job placement. For starters, Temple MBAs truly value that they can turn to their teachers for career advice and assistance. As a second-year student proudly shares, "With some exception, most pro- fessors have fantastic real-world experience and are happy to share themselves and their networks with any willing student." Additionally, MBA candidates can take advantage of Temple's "strong…web application[s] that help students find internships and jobs." Though a demoralized second-year laments that "job postings are not always indicative of the industries students are looking to enter." Fortunately, due to Temple's growing stature, students have noticed "more prominent recruiters showing up at career fairs."

The vast majority of Temple MBAs seek employment within the Northeast and Mid- Atlantic regions. Of course, the program does attract an international crowd and grad- uates can be found around the globe from England and France to Nigeria and India. Employers who frequently hire Fox students include Accenture, Deloitte Consulting LLP, Ernst & Young, JP MorganChase, Campbells Soup, SAP, Vanguard, GlaxoSmithKline, KPMG, G.E., Comcast, and Boenning and Scattergood.

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
Consulting 40% $78,750 $78,708 $65,000 $93,000
Operations / Logistics 20% $67,500 $75,000 $65,000 $18,000
Finance / Accounting 13% $67,500 $71,250 $55,000 $95,000
Marketing / Sales 13% $79,000 $80,750 $60,000 $105,000
General Management 10% $57,000 $64,567 $56,700 $80,000
Information Technology 3% $68,000 $68,000 $68,000 $68,000


Industries % of Grads Seeking Employment Who Accept
Jobs w/in 3 Months
Median Salary Mean Salary Low Base Salary High Base Salary
Pharmaceutical / Biotechnology / Healthcare 27% $65,000 $70,400 $56,700 $105,000
Consulting 23% $93,000 $85,286 $65,000 $93,000
Financial Services 23% $70,000 $70,714 $55,000 $95,000
Consumer Products 17% $68,000 $77,800 $65,000 $108,000
Technology 7% $77,500 $77,500 $65,000 $90,000
Media / Entertainment 3%

Prominent Alumni

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

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

Martin Schroeter
Senior Vice President and Chief Financial Officer IBM Global Financing

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

Brenton Saunders
Chief Executive Officer and President of Actavis plc


Application Deadlines
May 15

Financial Aid Statistics

Average Aid Package

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All Students Receiving Scholarships / Grants

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New Students Receiving Scholarships / Grants

New Students Receiving Loans

Tuition Full-Time (per year)

Tuition (In-State)
Tuition (Out-State)
Fees (In-State)
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Tuition Part-Time (per credit hour)

Tuition (In-State)
Tuition (Out-State)
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Expenses per Academic Year

Estimated Room And Board On-Campus
Estimated Room And Board Off-Campus
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Student Body Profile

Total Enrollment
Part Time

In State
Out of State
Foreign Countries Represented



51% female
49% male

Campus Life

Students Say

Temple MBAs speak quite highly of their peers. One student tells us, "My fellow students are what I love most about Temple—they are cooperatively competitive. Students are there to help one another with class work, internship/job searches, networking, etc. This has been one of the most collaborative environments I've enjoyed thus far." Moreover, many also describe their fellow students as "wonderful, interesting, intelligent people." And a content first-year further explains, "My fellow students are a diverse mix of both domestic and international students with a variety of professional backgrounds. We have a great sense of community and associate with the members of our cohort both inside and outside of the classroom."

"With few exceptions," Temple MBAs are "busy from 7:00 A.m . to midnight." Of course, that's completely understandable considering "there is always something to do here, and there is always somebody to do it with." The school "consistently offers speakers and events that we can attend for free—these include C-Suite individuals, athletic coaches, various politicians, etc." And when students are looking to unwind in a less academic manner, they can "always go out to bars and house-parties in Philadelphia." All in all, "it is a work hard play hard environment and the learning experience is outstanding."

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