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David Campbell

David Campbell

Chair and Associate Professor, Department of Public Administration

Office: (607) 777-9181
Office Location: University Downtown Center, Room 342
Curriculum Vitae

Dr. David Campbell (Associate Professor of Public Administration) has many years of experience in the nonprofit sector. His research interests include nonprofit organizational development; accountability and feedback practices; emergence and adaptation, mergers and other forms of restructuring. He has held senior management positions in major nonprofit organizations in New York City and Cleveland, most recently as Vice President for Programs at the Community Service Society of New York.  Dr. Campbell has received funding from Campus Compact and the Sunshine Lady Foundation for the Philanthropy Incubator he founded. The program educates and encourages philanthropy among undergraduate and graduate students including awarding funds to local nonprofit organizations. He serves on advisory boards for major national nonprofit organizations, including Charity Navigator and the Learning by Giving Foundation and was recently appointed to the Board of Directors of the United Way of New York State. Dr. Campbell holds a PhD in Social Welfare from Case Western Reserve University, a master's degree from Yale University and is a Phi Beta Kappa graduate of Bates College.

Educational Background

Teaching: Courses most recently taught

Current Research Interests

Recent Publications

Campbell, D. (In press). Practicing philanthropy in higher education: Cultivating engaged citizens and nonprofit sector professionals. Journal of Public Affairs Education.

Campbell, D., Lambright, K., & Bronstein, L. (2012). In the eyes of the beholders: Feedback Motivations and Practices among Nonprofit Providers and their Funders. Public Performance and Management Review, 36(1), 7-30.

Campbell, D. (2011). The lessons of 9/11 philanthropy: A decade later. Chronicle of Philanthropy, September 6, 2011.

Campbell, D. & Lambright, K. (2011). How valuable are Capstone projects for community organizations? Lessons from a program assessment. Journal of Public Affairs Education, 17(1), 61-87.

Campbell, D. (2010). Organic and Sustainable: The Emergence, Formalization, and Performance of a September 11th Disaster Relief Organization. Nonprofit Management and Leadership, 21(2), 139-153.

Campbell, D. (2010). Is Constituency Voice Living up to its Promise? Provider Perceptions of Feedback in Nonprofit Human Service Organizations. Families in Society. 91(3), 313-320

Campbell, D. (2010). Stand by me: Organization founding in the aftermath of disaster. American Review of Public Administration, 40(3), 351-369.

Campbell, D. (2009). Giving up the Single Life: Motivations for Interorganizational Restructuring in Nonprofit Organizations. Administration in Social Work., 33(4), 368-386.  

Campbell, D., Bonbright, D. & Nguyen, L. (2008). The 21st Century Potential of Constituent Voice: Opportunities for Reform. Report prepared for the Bill and Melinda Gates Foundation and the David and Lucille Packard Foundation, available at:  

Campbell, D. (2008). Getting to yes or no: Nonprofit decision making and interorganizational restructuring.   Nonprofit Management and Leadership, 19(2), 221-241.

Other Professional Activities



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Last Updated: 10/16/13