Social capital in the social economy: a systematic review

Purpose This study examines the role of social capital in shaping governance processes within non-profit social action organisations, with particular attention to the functioning of boards of directors. Design/methodology/approach A systematic review was conducted to map the existing literature on social capital and governance in non-profit and third-sector organisations. An initial four-database search was undertaken across Scopus, Web of Science, ScienceDirect and Google Scholar, using keywords related to boards of directors, non-profit organisations, the social economy and the third sector. In response to peer-review recommendations, an updated literature search was subsequently performed to ensure the inclusion of recent and relevant studies. This updated search covered EBSCO, Emerald, ScienceDirect and Scopus. The analysis was informed by Putnam's Social Capital Theory. Findings The review demonstrates that social capital constitutes a central mechanism in enhancing governance effectiveness within charitable and social action organisations. Beyond formal managerial functions, board members play a significant social and relational role that facilitates coordination, trust-building and resource mobilisation. The findings support a bidimensional analytical model integrating social capital and governance structures. Practical implications The proposed framework offers guidance for policymakers, regulators and organisational leaders in the third sector by highlighting how social capital can be strategically fostered to strengthen governance practices, accountability and collective action within non-profit organisations. Originality/value This study contributes to sociological debates on governance by offering an integrative conceptual framework that links social capital to organisational governance in the non-profit sector, with implications for social policy and the management of collective action.