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Social Capital and Fire Service Performance: Evidence from the U.S. States

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  • Rhys Andrews
  • Gene A. Brewer

Abstract

Objective. The present study evaluates whether areas with high levels of social capital are likely to have better fire service performance. Method. Utilizing Robert Putnam's 14‐measure index of social capital, OLS regression techniques are applied to objective data on the rate of unintentional fire deaths in the U.S. states between 1980 and 2003. Results. The findings show that social capital is associated with a low unintentional fire death rate, even when controlling for a range of important environmental constraints. However, the effects of social capital vary by its conceptual components. Conclusions. The study supports the argument that social capital is likely to be an important determinant of fire service outcomes, and suggests that the political engagement and social trust components may be the most important focus for public policies seeking to build social capital in order to reduce fire fatalities.

Suggested Citation

  • Rhys Andrews & Gene A. Brewer, 2010. "Social Capital and Fire Service Performance: Evidence from the U.S. States," Social Science Quarterly, Southwestern Social Science Association, vol. 91(2), pages 576-591, June.
    • Handle: RePEc:bla:socsci:v:91:y:2010:i:2:p:576-591
    DOI: 10.1111/j.1540-6237.2010.00708.x
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    References listed on IDEAS

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    Cited by:

    1. Pengyu Ding & Shujun Ye, 2017. "Research on the development of China’s emergency industry based on system dynamics theory," International Journal of System Assurance Engineering and Management, Springer;The Society for Reliability, Engineering Quality and Operations Management (SREQOM),India, and Division of Operation and Maintenance, Lulea University of Technology, Sweden, vol. 8(3), pages 2036-2043, November.
    2. Kenneth J. Meier & Nathan Favero & Mallory Compton, 2016. "Social Context, Management, and Organizational Performance: When human capital and social capital serve as substitutes," Public Management Review, Taylor & Francis Journals, vol. 18(2), pages 258-277, February.

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