This single case study of a donative multisite nonprofit organization (NPO) examined the use of social capital theory to explain the organization’s resourcing functions (financial contributions, in-kind donations, and volunteer recruitment) at the local site level. Semi-structured interviews of 21 organizational leaders were converted into sociograms to reveal dyadic ties employed in the resourcing functions. Ten donation activities were identified that were enabled by support from the national headquarters, media exposure, partner NPOs, and the sales, recruiting, and entrepreneurial acumen of the leaders. Using the definition of social capital proffered by Portes (1988), that social capital represented an actor’s ability to secure benefits through membership in social networks or other social structures, this study found half of the donation activities explained by bridging social capital. The concept of bonding social capital was also demonstrated to support three of those donation activities. Social entrepreneurship was offered as an alternative theory to explain donation activities not explained by social capital theory, suggesting multiple theoretical constructs could be applied to the multisite-resourcing problem.
|Subjects||Management; Sociology; Organizational behavior|
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