Abstract
Abstract Social capital has been described as a vital asset that can be used to improve communities. More recently, researchers have focused on how bonding and bridging social capital functions to aid organizations. Yet, the actual mechanisms associated with organizational social capital remain unclear. The literature posits that expressive and instrumental actions may help explain the effects of social capital. Merging these concepts, we examine the role of social capital in community development organizations (CDOs). We extend the resource-based view of network theory to demonstrate the role of social capital within organizations. Findings indicate that organizations vary in their ability to access the benefits of the network. Paradoxically, there may be an underlying minimal prerequisite capacity for CDOs to access benefits in the network. Such findings challenge some traditional theoretical narratives of social capital for smaller organizations.
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