Temple University Stadium

Temple University Stadium – the Stakeholders Following a move to a more competitive sports conference and its most successful football season in many years, Temple University is pushing quickly forward with plans to build a new on-campus stadium to seat 35,000 fans. The multipurpose project (with some new retail development also being planned) would be built at the northwest corner of the school’s main campus in North Philadelphia, on land already owned by the university (Adomaitis). Despite growing protests from local residents, the university’s Board of Trustees voted on February 8, 2016 to commission a $1,000,000 feasibility study, and by all accounts the university fully intends to proceed with the project (Udo).
This paper discusses
"Having our own stadium will help showcase our vibrant campus as we celebrate Temple's accomplishments on and off the field," Temple President Neil D. Theobald said. "At the same time, the retail components we envision for this property will contribute to North Philadelphia's growing economy and the renaissance along North Broad Street" he added (Adomaitis). And the stadium could bring in as much as $5 million to the university every year (Norton, “New Temple”). The cost of the new stadium will be largely covered by simply reallocating payments currently made for renting out Lincoln Financial Field from the Philadelphia Eagles (Bradley). Parking, concessions and retail space are all additional revenue sources under the new plan
This group is the counterpart of management in a traditional corporate setting, and would likely include trustees and administrators, and football “boosters” and other important donors. The President of the university is surely included and probably heads the team, but otherwise the exact makeup of this group is probably unofficial and not known to the public.
Whether management should be looked at as a distinct stakeholder group is not clear from the literature. Some writers argue for its inclusion:
Managers are the only group of stakeholders who enter into a contractual relationship with all other stakeholders. Managers are also the only group of stakeholders with direct control over the decision-making apparatus of the firm (Carrol 871).
Other theories would count managers as stakeholders only if they held stock in the company (Carroll 98). Still others identify a class of “core stakeholders” who are essential for the survival of an organization and vital to its success (Carroll 88). Such distinctions aside, what is clear is that Leadership has a very big stake in the stadium