Social Capital as an Inclusion Tool from a Solidarity Finance Angle
Abstract
:1. Introduction
2. Methodology
- The importance of the resources managed by the organization;
- Access to safe water and environmental sanitation is directly linked to life, human rights, and community wellness [77]); and
- The contribution of social capital to the organization’s sustainability.
- The representativeness of the case study as a collective action experience:
3. Results and Discussion
3.1. Analytical Approximation for Evaluating the Social Capital Endowment of Rural Production Organizations
3.2. Results of Integration and the Identification of Social Capital Level in Rural Production Organizations
3.3. Proposed Method for Incorporating the Social Capital of a Rural Production Organization into the Financial Service Delivery Methodology and Risk Qualification
3.4. Case Study Application: The Junta Administradora de Agua Potable y Saneamiento Ambiental Proyecto Nero of Ecuador
4. Final Considerations
Supplementary Materials
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Field | Measurement Tool | Information Source | Research Tools |
---|---|---|---|
Territorial and operating context | Record of the organization’s territorial and operating context |
|
|
Organization profile | Organization profile record |
|
|
Relations among members | Organization members’ relation record |
|
|
d = [n − (1 − n)] | ||||||
---|---|---|---|---|---|---|
Negative Range | Absence of Relation | Positive Range | ||||
High | Medium | Low | Low | Medium | High | |
(−1 ≤ d < −0.667) | (−0.667 ≤ d < −0.333) | (−0.333 ≤ d < 0) | 0 | (0 < d ≤ 0.333) | (0.333 < d ≤ 0.667) | (0.667 < d ≤ 1) |
Social capital territorial context | Level of Social Capital Provision | Dimension Balancing for the Organization Profile | Level of Social Capital Provision | Dimension Balancing for the Relationships Among Members | ||
Territorial context | Cognitive | Structural | Organization profile | Cognitive | Structural | |
High positive ( 0.667 < d ≤ 1 ) | 25% | 75% | High positive (0.667 < d ≤ 1) | 25% | 75% | |
Medium positive (0.333 < d ≤ 0.667) | 35% | 65% | Medium positive (0.333 < d ≤ 0.667) | 35% | 65% | |
Low positive (0 < d ≤ 0.333) | 45% | 55% | Low positive (0 < d ≤ 0.333) | 45% | 55% | |
Absence 0 | There is no interaction | Absence 0 | There is no interaction | |||
Low negative (−0.333 ≤ d < 0) | 55% | 45% | Low negative (−0.333 ≤ d < 0) | 55% | 45% | |
Medium negative (−0.667 ≤ d < −0.333) | 65% | 35% | Medium negative (−0.667 ≤ d < −0.333) | 65% | 35% | |
High negative (−1 ≤ d < −0.667) | 75% | 25% | High negative (−1 ≤ d < −0.667) | 75% | 25% | |
Organization profile’s social capital | Relationship among members’ social capital | |||||
Social capital average provision of the organization profile and the relationship among members | ||||||
Social capital provision for the organization |
d = [n− (1 − n)] | Social Capital Provision Level | Risk Qualification | Risk Profile | ||
Positive range | High | (0.667 < d ≤ 1) | High | Low | |
Medium | Low | ||||
Low | Low | ||||
Medium | (0.333 < d ≤ 0.667) | High | Medium | ||
Medium | Low | ||||
Low | Low | ||||
Low | (0 < d ≤ 0.333) | High | High | ||
Medium | Medium | ||||
Low | Low | ||||
Absence of relation | 0 | ||||
Negative range | High | (−1 ≤ d < −0.667) | Low | Low | |
Medium | Medium | ||||
High | High | ||||
Medium | (−0.667 ≤ d < −0.333) | Low | Low | ||
Medium | High | ||||
High | High | ||||
Low | (−0.333 ≤ d < 0) | Low | High | ||
Medium | High | ||||
High | High |
Analysis Categories | Variable Score | Positive Social Capital (n) | Negative Social Capital (1 − n) | Social Capital Provision | ||||||
---|---|---|---|---|---|---|---|---|---|---|
Field | Dimension | Component | Variable | Variable [n − (1 − n)] | Component | Dimension | Field | |||
Territorial | −0.03 | |||||||||
Institutional | −0.03 | |||||||||
Integrity | −0.39 | |||||||||
Provision, coverage and quality of public service infrastructures. | 16/30 | 0.53 | 0.47 | 0.06 | ||||||
Cultural belonging in education and health public services provision. | 1/12 | 0.08 | 0.92 | −0.84 | ||||||
Synergy | 0.34 | |||||||||
Junta’s participation in the public politics of local development promotion. | 6/9 | 0.67 | 0.33 | 0.34 |
Analysis Categories | Variable Score | Positive Social Capital (n) | Negative Social Capital (1 − n) | Social Capital Provision | |||||
---|---|---|---|---|---|---|---|---|---|
Field | Dimension | Component | Variable | Variable [n − (1 − n)] | Component | Dimension | |||
Organization profile | Cognitive | 0.467 | |||||||
Confidence | 0.600 | ||||||||
Junta’s consolidation | 4/6 | 0.667 | 0.333 | 0.333 | |||||
Shared experiences | 2/3 | 0.667 | 0.333 | 0.333 | |||||
Leadership representativity | 13/15 | 0.867 | 0.133 | 0.733 | |||||
Shared vision | 9/9 | 1.000 | - | 1.000 | |||||
Reciprocity | 0.333 | ||||||||
Reciprocity practices | 2/3 | 0.667 | 0.333 | 0.333 | |||||
Opportunistic behavior punishment | 2/3 | 0.667 | 0.333 | 0.333 | |||||
Structural | 0.333 | ||||||||
Roles | 0.667 | ||||||||
Resources management | 2/3 | 0.667 | 0.333 | 0.333 | |||||
Internal communication process | 3/3 | 1.000 | - | 1.000 | |||||
Conflict resolution | 2/3 | 0.667 | 0.333 | 0.333 | |||||
Decision making | 3/3 | 1.000 | - | 1.000 | |||||
Rules/norms | 0.667 | ||||||||
Resources management | 3/3 | 1.000 | - | 1.000 | |||||
Internal communication process | 2/3 | 0.667 | 0.333 | 0.333 | |||||
Conflict resolution | 2/3 | 0.667 | 0.333 | 0.333 | |||||
Decision making | 6/6 | 1.000 | - | 1.000 | |||||
Procedures | 1.000 | ||||||||
Resources management | 6/6 | 1.000 | - | 1.000 | |||||
Nets | −1.000 | ||||||||
Net density | 0/6 | - | 1.000 | −1.000 |
Analysis Categories | Variable Score | Positive Social Capital (n) | Negative Social Capital (1 − n) | Social Capital Provision | |||||
---|---|---|---|---|---|---|---|---|---|
Field | Dimension | Component | Variable | Variable [n − (1 − n)] | Component | Dimension | |||
Relationships among members | Cognitive | 0.620 | |||||||
Confidence | 0.301 | ||||||||
Junta’s consolidation | 8/33 | 0.242 | 0.757 | −0.515 | |||||
Shared experiences | 26/33 | 0.787 | 0.212 | 0.575 | |||||
Shared vision | 152/165 | 0.921 | 0.078 | 0.842 | |||||
Reciprocity | 0.939 | ||||||||
Reciprocity practices | 31/33 | 0.939 | 0.060 | 0.878 | |||||
Opportunistic behavior punishments | 33/33 | 1.000 | - | 1.000 | |||||
Structural | 0.515 | ||||||||
Roles | 0.502 | ||||||||
Resources management | 148/231 | 0.640 | 0.359 | 0.281 | |||||
Internal communication process | 27/33 | 0.818 | 0.181 | 0.636 | |||||
Conflict resolution | 19/33 | 0.575 | 0.424 | 0.151 | |||||
Decision making | 32/33 | 0.969 | 0.030 | 0.939 | |||||
Rules/norms | 0.227 | ||||||||
Resources management | 26/33 | 0.787 | 0.212 | 0.575 | |||||
Internal communication process | 20/33 | 0.606 | 0.393 | 0.212 | |||||
Conflict resolution | 12/33 | 0.363 | 0.636 | −0.272 | |||||
Decision making | 46/66 | 0.696 | 0.303 | 0.393 | |||||
Procedures | 0.818 | ||||||||
Resources management | 30/33 | 0.909 | 0.090 | 0.818 |
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Salinas, J.; Sastre-Merino, S. Social Capital as an Inclusion Tool from a Solidarity Finance Angle. Sustainability 2021, 13, 7067. https://doi.org/10.3390/su13137067
Salinas J, Sastre-Merino S. Social Capital as an Inclusion Tool from a Solidarity Finance Angle. Sustainability. 2021; 13(13):7067. https://doi.org/10.3390/su13137067
Chicago/Turabian StyleSalinas, Juanita, and Susana Sastre-Merino. 2021. "Social Capital as an Inclusion Tool from a Solidarity Finance Angle" Sustainability 13, no. 13: 7067. https://doi.org/10.3390/su13137067