Interorganizational Collaboration for Intergenerational Community Development: Application of the Social Capital Framework

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ABSTRACT Intergenerational programs help people from multiple generations share their talents and build healthy social relationships. As a part of an age-friendly community initiative in a small community in the Northeast, a multi-year intergenerational event was undertaken through a partnership between community agencies, including the local Office for Aging, a university, a high school, a senior center, and a church. As part of this interorganizational collaboration, the Senior to Senior Dinner Dance Project was held in May of 2022 and May of 2023, with local high-school students and older adults participating in a variety of intergenerational activities. A process evaluation, using data from focus groups with community partners and qualitative survey responses from older adult participants, revealed the following themes under the guidance of Carpiano’s social capital framework: 1) structural antecedents, including the New York State age-friendly initiative and community schools; 2) social cohesion, through familiarity and mutual trust among community stakeholders; 3) social capital, achieved by leveraging existing resources in pursuit of collective interorganizational goals; and 4) social capital outcomes, including on both the individual and community level. Findings from this project offer insights for future interorganizational collaborations, including those seeking to build intergenerational communities with sustainable social capital.

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In intergenerational programs, people from multiple generations share their talents, build healthy social relationships, and experience improved well-being and social presence and identity (Lee et al., 2021). As a part of age-friendly community initiative in a small city in the Northeast, an intergenerational engagement community project, named “Senior to Senior”, involved a multi-year partnership among community agencies, including the local Office for Aging, a university, a high school, a senior center, and a church. As part of this partnership, a community dance was held in May of 2022, where local high school students and older adults participated in a variety of intergenerational activities. This study explored how the principles of social capital are incorporated into the development of intergenerational and age-friendly communities. Using focus groups with community partners (n=6) and surveys with older adult participants (n=29), the research team sought to describe how community agencies collaborate on the development of intergenerational and age-friendly communities. Carpiano’s framework of social capital (2008) guided the data analysis and the development of following themes: (a) importance of social capital identification; (b) development of social cohesion among multiple generations; (c) assessment of social antecedent for the development of intergenerational and age-friendly community; and, (d) outcomes of the community events on diverse stakeholders. The findings highlight the importance of understanding the contextual factors of each community and the agencies within, while also elucidating the necessity of stakeholder buy-in for the sustainable development of intergenerational and age-friendly communities.

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  • Youjung Lee + 1 more

Intergenerational engagement is a universal human development process that helps older adults’ successful aging (Krzeczkowska et al., 2021) and children’s optimal development (McAlister et al., 2019). As part of an age-friendly initiative in a small city in New York State, an intergenerational engagement program (Senior to Senior Dinner Dance) involved a multi-year partnership between community agencies, including a local Office for Aging, university, high school, senior center, and church. As part of this partnership, a community dance was held in 2022 and 2023, where high school students and older adults participated in a variety of intergenerational activities. Findings from a process evaluation of this interorganizational initiative (e.g., focus groups with six community partners; surveys with 56 older adults), using a thematic analysis (Braun & Clarke, 2006), revealed: (a) social cohesion included mutual trust amongst community stakeholders; (b) social capital was achieved by leveraging existing resources with collective goals; and (c) intergenerational engagement was promoted through the equal status, common goals, and interorganizational cooperation of participants, in addition to sanctions and support from organizers. Findings from this study highlight important lessons for those, particularly those in communities with limited resources, who wish to develop and sustain intergenerational programs. Lessons learned include the importance of mutual trust among community partners, the utilization of existing resources, and the necessity of buy-in from upper administration in each agency. Lastly, intergenerational activities (e.g., dining, dancing) can promote initial positive contact between distinct age cohorts, which may help to advance larger age-friendly initiatives.

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TECHNOLOGY-DRIVEN INTERGENERATIONAL PROGRAM IN THE PANDEMIC
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The outcomes of social capital among event runners: quality of life considerations
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PurposeMass participation sport events, such as running events, have the potential to foster social capital among event participants. The purpose of this study is to investigate the interrelationships among sport event participation, social capital and various (behavioral, psychological, informational and negative) outcomes.Design/methodology/approachFollowing Putnam's social capital approach, a research model was developed and tested using confirmatory factor analysis and structural equation modeling, based on survey data from 301 runners with varied running histories and event experiences.FindingsResults showed a limited impact of sport event participation on participants' social capital, indicating that the temporary interactions within the event timeframe were insufficient to generate sustainable social capital among event participants. Nevertheless, significant relationships were found between social capital and behavioral, psychological and informational outcomes of social capital, suggesting that social capital can be converted to a range of benefits for participants and the event community.Practical implicationsEvent marketers and sponsors should take strategic actions to enhance participants' social experience and cultivate social capital, which may help them gain support from the event community irrespective of past experiences with participation.Originality/valueThis study extends Putnam's social capital framework into mass participation sport event context. As an initial effort to quantitatively test the linkage among event participation, social capital and various outcomes, this study offers empirical insights into the role of sport event participation in generating long-term social benefits for event participants.

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  • Cite Count Icon 3
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Social Capital of Faculty within Haiti’s Agricultural Education and Training System
  • Aug 15, 2018
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  • Bertrhude Albert + 2 more

The purpose of this research was to identify how teaching at multiple institutions impacts social capital of faculty within the Haitian AET system. Putnam’s social capital framework was used in the current study. Social capital is developed based on relationships with others. Bonding social capital is homogenous; bridging social capital is heterogonous; linking social capital connects an individual with external resources. A mixed methods approach was used in order to accomplish the study’s objectives. Results from the quantitative portion of this research showed a low positive association between teaching at multiple institutions and bonding social capital. Similarly, a moderate positive association between teaching at multiple institutions and linking social capital was found. Conversely, data showed a negligible negative association between linking social capital and teaching at multiple institutions. The qualitative portion of this research showed that most educators were optimistic about teaching at various institutions; however, faculty indicated teaching at multiple institutions did not translate directly into an increase in their social capital. In fact, teaching at multiple institutions only increased the demands on their time caused by having multiple appointments. It is recommended that universities invest in platforms and strategies to increase faculty’s social capital. From a theoretical perspective, this research applies social capital theory in a new context. This research may also have value to development researchers working with higher education faculty in other countries.

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