The Evolution of Social Capital and Civic Engagement Between Nonprofit Networks and County Representatives A Social Constructivist Approach

The concept of social capital continues to underline contemporary debate regarding the extent to which shared values, ideas, norms, and culture shape the kind of political and administrative efficacy that enhances collective action, democracy, and effectiveness in public service delivery. This study attempts to identify the relevance of civic engagement and information, communications, and technology (ICT)-induced networking in the development of social capital among local county commissioners and nonprofit leaders in the state of Alabama. Results drawn from a series of analyses indicate that county commissioners are more likely to rely on interpersonal networking to getting things done, as opposed to relying on ICT-induced networking, which is more characteristic of leaders of nonprofit organizations. Although the findings also suggest that both county commissioners and nonprofit leaders have similar preferences regarding key indicators of social capital, the mechanisms by which it evolves is different in both institutional frameworks. From a policy perspective, the propositions offered here also provide a useful model that could be replicated in other state and local government scenarios.