Social Capital and Government Performance

Pierce, John C.; Lovrich, Nicholas P.; Moon, Carol

doi:10.1080/15309576.2002.11643676

Cited by 21 publications

(5 citation statements)

References 12 publications

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“…In general, it has been shown to help communities overcome “tragedies of the commons” and collective action problems in a wide range of areas—including water shortages, crime, drugs, and hazardous waste (Putnam, 2000:288, 307, 310, 344). As noted above, research has also documented significant relationships between a community's level of social capital and the performance of its schools (Putnam, 2000:300), its governments (Putnam, 1993a; Schafft and Brown, 2000; Pierce, Lovrich, Jr., and Moon, 2002), and its economy (Putnam, 1993b; Romo and Schwartz, 1995; Woolcock, 1998).…”

Section: Theoretical Background—the Community Impacts Of Social Capitalmentioning

confidence: 99%

“…The past decade has thus seen a flourishing literature on the impacts of social capital on a plethora of social, economic, and political phenomena. Research has shown positive associations between the extent of a community's social capital and the performance of its schools (Putnam, 2000:300), its governments (Putnam, 1993a; Schafft and Brown, 2000; Pierce, Lovrich, Jr., and Moon, 2002), and its economic development (Romo and Schwartz, 1995; Woolcock, 1998). For individuals, social capital has been linked to improved health, earnings, and happiness (Putnam, 2000:319, 326), while at the organizational level, researchers have found strong associations between social capital and “corporate entrepreneurship” (Chung and Gibbons, 1997), firm mortality (Pennings, Lee, and Witteloostuijn, 1998), the creation of human and intellectual capital (Coleman, 1988), the formation of start‐up companies (Walker, Kogut, and Shan, 1997), the strength of supplier relations (Baker, 1990; Uzzi, 1997), interfirm learning (Kraatz, 1998), the expansion of regional production networks (Romo and Schwartz, 1995), and the formation of strategic alliances (Chung, Singh, and Lee, 2000).…”

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confidence: 99%

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Social Capital and the Growth of the Nonprofit Sector^*

Saxton

Benson

2005

Social Science Quarterly

141

112

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Objectives. This article examines the extent to which nonprofit organizational foundings are determined by various forms of social capital. Our hypothesis is that, controlling for other relevant social, political, and economic factors, communities with higher levels of social capital should experience more extensive growth in their nonprofit sectors. Methods. Using data derived from the Social Capital Community Benchmark Survey and the IRS “charitable organization” Business Master Files, we test our hypothesis using a negative binomial event count regression on nonprofit organization foundings in 284 U.S. counties in the year 2001. Results. We find that two core dimensions of social capital—political engagement and “bridging” social ties—have a significant impact on county‐level nonprofit foundings. Surprisingly, a key element of social capital in the literature, the level of interpersonal trust, does not lead to an increase in foundings of new not‐for‐profit organizations. Conclusions. This study provides further evidence of the strength of political engagement and bridging ties for the vitality of the community. It also shows that the different dimensions of social capital do not manifest a uniform effect on nonprofit sector growth. These results further demonstrate that the growth of a community's not‐for‐profit sector is dependent on a mix of ecological and environmental factors, especially preexisting organizational density, median household income, unemployment, and levels of governmental spending. Overall, social capital can usefully be seen as another key “environmental” factor in explanations of organizational foundings.

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Section: Theoretical Background—the Community Impacts Of Social Capitalmentioning

confidence: 99%

mentioning

confidence: 99%

Social Capital and the Growth of the Nonprofit Sector^*

Saxton

Benson

2005

Social Science Quarterly

141

112

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“…Integrating both an internal and external focus, such measures could be used by politicians and managers, as well as the other stakeholders involved in the decision-making processes. As precise shared objectives are difficult to be agreed on in this setting, trust between parties will, however, play an essential role (Pierce et al, 2002).…”

Section: Towards Performance Governancementioning

confidence: 99%

Public-sector accountability: a journey from performance measurement to performance governance

Liguori,

Kelly

2023

Handbook of Accounting, Accountability and Governance

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Over the last thirty years, the public sector has been characterised by continuous upheavals and pressures to demonstrate increased accountability. Buhr (2012) has drawn attention to the momentum for changes in government financial reporting, largely associated with New Public Management (NPM) ideology and an increased emphasis on performance measurement and reporting. Accordingly, performance measurement and governance systems have been progressively modified and developed, encouraging an incredibly rich body of research and studies in the field. By exploring the link between the concepts of accountability, performance measurement and governance, the chapter advances proposals in relation to gaps in the current literature that can inform both future research and practice in the area of public-sector accountability and governance.

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“…The other angle of the literature has explored the link between social capital and government trust (Pierce et al, 2002;Rice, 2001;Putnam, 1993;Andrews, 2011;Kampen, 2010). This line of research concludes that societies or political systems where social capital and collective political participation are constant achieve higher levels of government performance.…”

Section: Defining Institutional and Interpersonal Trustmentioning

confidence: 99%

Does Public Investment Contribute to Increasing Institutional and Interpersonal Trust?: Place-Based Policies for Sports and Cultural Activities in Cali, Colombia

Martínez¹,

Sayago²

2021

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This paper studies the effect of two place-based policies implemented in Cali, Colombia on social capital and trust. We use the CaliBRANDO survey to account for institutional and interpersonal trust, matching neighborhood of residence and where policies are applied. We set up a difference-in-difference model to estimate the impact of the policies on the indexes that measure trust. We nd that the organized sport policy improves institutional trust by about 4%. Our results are significant for soccer and basketball and not significant for futsal and other activities. The evidence does not support an effect of nightlights on trust.

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Social Capital and Government Performance

Cited by 21 publications

References 12 publications

Social Capital and the Growth of the Nonprofit Sector^*

Social Capital and the Growth of the Nonprofit Sector^*

Public-sector accountability: a journey from performance measurement to performance governance

Does Public Investment Contribute to Increasing Institutional and Interpersonal Trust?: Place-Based Policies for Sports and Cultural Activities in Cali, Colombia

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Social Capital and Government Performance

Cited by 21 publications

References 12 publications

Social Capital and the Growth of the Nonprofit Sector*

Social Capital and the Growth of the Nonprofit Sector*

Public-sector accountability: a journey from performance measurement to performance governance

Does Public Investment Contribute to Increasing Institutional and Interpersonal Trust?: Place-Based Policies for Sports and Cultural Activities in Cali, Colombia

Contact Info

Product

Resources

About

Social Capital and the Growth of the Nonprofit Sector^*

Social Capital and the Growth of the Nonprofit Sector^*