The importance of executive social capital for child-serving residential facilities during hurricanes: a qualitative study of mitigation, preparedness, response, and recovery

This study provides a qualitative examination of the connection between executive social capital and organizational resilience among child-serving residential facilities during Hurricane Irma. The purpose of the study was to better understand the ways in which executive social capital furthers the goals of mitigation, preparedness, response, and recovery for these facilities. We conducted phone interviews with 22 facility executives. Using deductive qualitative analysis, we analyzed transcripts to identify the relevance of three forms of social capital. These three forms include bonding (resources are internal to the organization), bridging (resources are external to the organization), and linking (resources are external and provided by a higher authority). The results supported the theory that all three forms of social capital can provide resources that advance disaster-related resilience, though the results also show the ways in which the theory can be expanded through an understanding of the costs entailed by these forms. The majority of executives engaged in bridging and perceived support from external entities as helpful during the disaster phases, but this bridging required an investment in building relationships. A minority of executives chose bonding as their primary strategy, relying on resources within their own large organizations and foregoing relationship-building with external partners. Another minority of executives referenced diverse experiences with linking to other organizations in authority, noting the dual nature of linking with outcomes that either promoted or inhibited resilience. These results have implications for not only social capital theory but also for executive leadership in the child welfare field.