• nonprofit sector;
  • social capital;
  • nonprofit leadership;
  • nonprofit management


Quantitative and qualitative analysis of research data collected over three years at a nonprofit public higher education institution and its community, along with a review of relevant literature, revealed the need for a new framework to guide economic and social value creation by utilizing the social capital held by nonprofit institutions. The study integrated research outcomes from the areas of social capital and institutional–stakeholder engagement to generate the new concept of strategic engagement management and a proposed Strategic Engagement Framework. This framework should help nonprofit organizations deploy their social capital for institutional and societal benefit by facilitating institutional–stakeholder collaboration. The study also tested the utility of implementing one component of the proposed framework: a structure for mapping, maintaining, and evaluating a portfolio of institutional engagement activities.