This paper examines the social capital of social enterprise and the opportunities it presents for collaboration and sustainability. Incorporating a mixed methods approach the study included a sample of 93 leaders from a cross-section of social enterprises in Australia and Scotland. The research results suggest that social enterprise leaders exhibit high levels of trust and collaborative tendencies as well as a potentially beneficial mix of strong and weak social connections. However, sectorial trust does not seem to influence the growth of social enterprises. Social enterprise leaders must develop new capabilities and strategies to access the additional benefits of social capital.
Journal of Social Entrepreneurship / Vol. 7, No. 2, pp.236-261