Elizabeth Graddy

Interim USC Provost

Ph.D. in Public Policy Analysis
Carnegie Mellon-University

Office of the Provost




Institutional economics, governance, nonprofit organizations,industry structure

Elizabeth Graddy, Ph.D., teaches courses in quantitative analysis, governance, and business and government. Her research focuses on the private sector role in public service delivery, how industry and organizational structure affect performance, and how information asymmetry and uncertainty affect institutional design and effectiveness. These interests have led to her work on the structure and performance of healthcare, philanthropic, and nonprofit organizations. She is currently studying community foundations, public-private alliances providing local public services, and the state regulation of health professions. Professor Graddy’s earlier research focused on products liability outcomes, occupational regulation, the contracting decisions of local governments, and the evolution of new industries.


Wang, L., Graddy, E. A., & Morgan, D. (2011). The Development of Community-Based Foundations in East Asia. Public Management Review, 13(8), 1155-1178.

Graddy, E. A., & Bostic, R. W. (2010). The Role of Private Agents in Affordable Housing Policy. Journal of Public Administration Research and Theory, 20(Supplement I), I81-I99.

Chen, B., & Graddy, E. (2010). The effectiveness of nonprofit lead‐organization networks for social service delivery. Nonprofit Management and Leadership20(4), 405–422. https://doi.org/10.1002/nml.20002

Graddy, E. A. (2009). Cross-Sectoral Governance and Performance in Service Delivery. International Review of Public Administration, 13, 61-73.

Graddy, E., & Wang, L. (2009). Community Foundation Development and Social Capital. Nonprofit and Voluntary Sector Quarterly38(3), 392–412. https://doi.org/10.1177/0899764008318609

Graddy, E. A., & Chen, B. (2009). Partner Selection and the Effectiveness of Interorganizational Collaborations. In R. O’Leary, & L. Bingham (Eds.), The Collaborative Public Manager: New Ideas for the Twenty-First Century (pp. 53). Washington, DC: Georgetown University Press.

Graddy, E. A., Garrett, E., & Jackson, H. (Eds.). (2008). Fiscal Challenges: An Interdisciplinary Approach to Budget Policy. New York: Cambridge University Press.

Wang, L., & Graddy, E. (2008). Social Capital, Volunteering, and Charitable Giving. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations19(1), 23–42. https://doi.org/10.1007/s11266-008-9055-y

Musso, J., Graddy, E. A., & Grizard, J. (2008). Budgetary Arrangements in the Fifty States: In Search of Model Practices. In E. A. Graddy, E. Garrett & H. Jackson (Eds.), Fiscal Challenges: An Interdisciplinary Approach to Budget Policy (pp. 251). New York: Cambridge University Press.

Graddy, E., & Ye, K. (2008). When Do We “Just Say No”? Policy Termination Decisions in Local Hospital Services. Policy Studies Journal36(2), 219–242. Retrieved from http://search.proquest.com/docview/210560558/

Graddy, E. (2006). How Do They Fit?: Assessing the Role of Faith-Based Organizations in Social Service Provision. Journal of Religion & Spirituality in Social Work: Social Thought25(3-4), 129–150. https://doi.org/10.1300/J377v25n03_09

Musso, J., Graddy, E., & Grizard, J. (2006). State Budgetary Processes and Reforms: The California Story. Public Budgeting & Finance26(4), 1–21. https://doi.org/10.1111/j.1540-5850.2006.00859.x

Graddy, E., & Chen, B. (2006). Influences on the Size and Scope of Networks for Social Service Delivery. Journal of Public Administration Research and Theory16(4), 533–552. https://doi.org/10.1093/jopart/muj005

Graddy, E. A., & Chen, B. (2006). The Consequences of Partner Selection in Service Delivery Collaborations.