Chen-I Li
Wu-Feng College

Purpose: Social capital has become a scholarly interest in the study of organizational successes in a variety of fields (Crow, 2002; Hendryx, et.al., 2002; Mitchell, & Shortell, 2000; Senge, 1990). This qualitative study aims: 1) to explore the impact of the earthquake in Taiwan on September 21, 1999 on nonprofit agencies in the hardest hit areas and to examine why some survived and others did not; and 2) to explain these differences by classic social capital theory. Specifically, this study presents a case on how a social service agency serving disabled people developed its social capital enabling it to respond effectively.

Methods: The authors conducted in-depth interviews with 18 people, including managers, staff, and those in charge of community relations in this organization, across different periods of time from 1980 to 2002. Leaders of 13 agencies with close linkages to this organization were interviewed to obtain opinions from others in the community. Data accuracy was achieved using the method of triangulation. On-site observations and archival documents contributed additional data.

Results: The findings indicated that the development of social capital over the past two decades strengthened the capacity of social service agencies to reduce suffering and enhance organizations’ recovery after a disaster. The organization fulfilled all post-disaster client rehabilitation needs within a few months through partnerships with hospitals, schools, businesses, government agencies, and other voluntary organizations.

Implications for practice: This study reveals organizational characteristics, interorganizational networks, and community contexts which facilitate or impede the ability to develop social support to confront crises. It also suggests that social capital offers a multidisciplinary perspective for social workers and organizations to successfully facilitate organizational change and sustainability in responding to natural disasters.