Social Capital and the Growth of the Nonprofit Sector*

Gregory D. Saxton and Michelle A. Benson

Social Science Quarterly, 2005, vol. 86, issue 1, 16-35

Abstract: 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.

Date: 2005
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