| BackgroundHIV/AIDS is a major public health and social problems worldwide,and civil society organizations(CSOs)have played an irreplaceable role in HIV/AIDS prevention and control.However,at the present time,the benefits of participation in CSOs to prevent and control HIV/AIDS in China has been underutilized.As an emerging international academic hot spot,social capital has a natural fit with the growth of CSOs.Therefore,from the perspective of social capital,it's of great significance to explore the role that CSOs play in the field of HIV/AIDS prevention and control.ObjectivesFirst,this study will define the implacations and elements of CSOs' social capital in the context of the field of HIV/AIDS prevention and control.This includes developing measurement tools for different levels of CSOs' social capital.Then,we will explore CSOs in the field of HIV/AIDS prevention and control from the micro and meso level of social capital.At the micro level,we analyzed the relationship between the stock of CSOs internal social capital and CSOs' performance using quantitative methods to understand how to cultivate positive social capital to promote CSOs' performance.At the meso level,we described trust,cooperation and reciprocity between CSOs and government,multi-sectoral and media organizations using quantitative methods to excavate the existence of deep-seated contradictions and its' resolution.Finally,wecomprehensively developped a strategy for CSOs to participate in HIV/AIDS prevention and control,and promote the achievement of HIV/AIDS prevention and control strategic goals.MethodsQuestionnaire design was based on a literature review and expert consultation.Cross sectional surveys were conducted in eight provinces of China between July and December of 2015.Characteristics of CSOs' were collected through questionnaire interviews.Social capital and organizational performance was measured by a self reported questionnaire.Logistic regression models were applied to explore the associations between social capital and performance,and structural equation model was applied to do confirmatory factor analysis.Social network analysis was conducted for HIV-related CSOs' network.Data entry was conducted in Epi Data 3.1.Statistical analyses were conducted in SPSS22.0(SPSS Inc,Chicago,IL)and;confirmatory factor analyses were conducted in AMOS.Social network analyses were conducted using UCINET6.212.Results(1)Basic characteristics of HIV-related CSOs.This study investigated 212 CSOs and 327 valid questionnaires.104(49.1%)CSOs with 177(54.1%)respondents were investigated in provinces with a high prevalence of HIV/AIDS,84(39.6%)CSOs with 116(35.5%)respondents were investigated in provinces with a medium prevalence of the HIV/AIDS,and 24(11.3%)CSOs with 34(10.4%)respondents were investigated in provinces with low HIV/AIDS prevalence.Among these CSOs,134(63.2%)were grassroots organizations and 144(67.9%)were unregistered.The median andinterquartile range of the 2014 organizational funding,core members,months and HIV/AIDS-related service years respectively were: 50,000 Yuan(100,000 Yuan),4 person(2 person),87 months(58 months)and 7 years(4 years).Demographic imformation of organizational core members included: 201 men(61.5%);306 Han people(93.6%);83 core members aged 19-30 years old(25.4%),152 core members aged 31-45 years old(46.5%),92 core members aged > 45 years old(28.1%);106(32.4%)were single,186(56.9%)were married or cohabiting,35(10.7%)were divorced or widowed;114(34.9%)were pre-college,192(58.7%)were undergraduate,21(6.4%)were post-graduate;107(32.7%)had a medicine-related major;144(44%)were part-time,146(44.6%)were in charge of their organizations.(2)Reliability and validity results of measuring tools.The organizational performance measurement scale contained four dimensions and 18 items.Cronbach 's alpha coefficient of each dimension ranged from 0.73 to 0.97,the overall Cronbach's alpha coefficient was 0.92.Four dimensions explained 68.549% of the total variance.The core members' individual level social capital measurement scale contained four dimensions and 19 items,Cronbach's alpha coefficient of each dimension ranged from 0.65 to 0.92 and;the overall Cronbach's alpha coefficient was 0.79.Four dimensions explained 63.222% of the total variance.The intra-organizational social capital measurement scale contained five dimension and 19 items.The Cronbach's alpha coefficient of each dimension ranged from 0.67 to 0.90,the overall Cronbach's coefficient was 0.91,four dimensions explained 72.339% of the total variance.Interorganizational social capital scale contained 4 dimensions and 17 items,Cronbach's alpha coefficient of each dimension ranged from 0.64 to 0.64,the overall Cronbach's alpha coefficient is 0.86,four dimensions explained 68.810% of total variance.All results indicated that 4 scales had good reliability and validity.(3)The univariate logistic regression results of organizational basic characteristics and performance.CSOs with an annual income of 20,000-120,000 Yuan annual funding than CSOs with less than 20,000 Yuan funding(Odds ratio [OR]=2.41,95% Confidence Interval [95% CI]: 1.15-4.39),with 3-5 core members than below 2 core members(OR=2.91,95% CI: 1.44-5.86),CSOs with establishing time more than 9 years than establishing time(27)1.5 years(OR=3.76,95% CI: 1.30-10.83),CSOs with HIV/AIDSrelated service year more than 9 years than(27)5 years(OR=4.12,95% CI: 1.73-9.83)and CSOs in middle epidemic level of HIV/AIDS than low level(OR=2.80,95% CI: 1.11-7.09),were more likely to report high executive performance;in terms of financial performance,registered CSOs than those not registered(OR=2.71,95% CI: 1.35-5.41)were more likely to report high levels of executive performance.In terms of cultural performance,CSOs with(29)120000 Yuan annual funding than CSOs with less than 20,000 Yuan funding(OR=2.33,95% CI: 1.07-5.07),CSOs with(29)5 core members than(27)2 core members(OR=3.07,95% CI: 1.35-6.96),CSOs with establishing time more than 9 years than establishing time(27)1.5 years(OR=3.44,95% CI: 1.20-9.86),CSOs with HIV/AIDS-related service year among 5 and 9 years than(27)5 years(OR=2.61,95% CI: 1.38-4.95),and(29)9 years than(27)5 years(OR=5.45,95% CI: 2.38-12.50)were more likely to report high levels of cultural performance.Finally,in the perspective of synthetical performance,CSOs with(29)120,000 Yuan annual funding than CSOs with less than 20,000 Yuan funding(OR=2.37,95% CI: 1.08-5.22),CSOs with(29)5 core members than(27)2 core members(OR=2.78,95% CI: 1.23-6.30),CSOs with establishing time more than 9 years than establishing time(27)1.5 years(OR=3.76,95% CI: 1.30-10.83),CSOs with HIV/AIDS-related service year among 5 and 9 years than(27)5 years(OR=2.11,95% CI: 1.13-3.93),and(29)9 years than(27)5 years(OR=3.56,95% CI: 1.57-8.03)were more likely to report high levels of synthetical performance.(4)Univariate logistic regression analysis results of core members' basic informationand individual performance.Univariate logistic regression results show that(29)45 years old core members than 19-30 years old(OR=3.96,95% CI: 1.82-8.58)and those were in charge of the organization were more likely to report high level of prestige;31-45 years old core members than 19-30 years old(OR=3.12,95% CI: 1.77-5.47),and(29)45 years old core members than 19-30 years old(OR=4.74,95% CI: 2.40-9.36),core members in charge of the organizations than those were not(OR=1.63,95% CI: 1.00-2.65),core members came from registered CSOs(OR=2.08,95% CI: 1.21-3.59)and the official planned CSOs(OR=2.48,95% CI: 1.42-4.34)were more likely to report seeking cooperation;core members(29)45 years old than 19-30 years old(OR=2.33,95% CI: 1.23-4.40),married or cohabiting core members than single status(OR=1.67,95% CI: 1.00-2.80),came from registered CSOs(OR=2.56,95% CI: 1.58-4.14)and the official planned CSOs(OR=3.18,95% CI: 1.96-5.15)were report more to published HIV/AIDS-related articles;31-45 years old core members than 19-30 years old(OR=2.27,95% CI: 1.26-4.09),and(29)45 years old core members than 19-30 years old(OR=3.52,95% CI: 1.85-6.68),full-time core members than part-time(OR=1.89,95% CI: 1.21-2.98)and in-charge core members than those who were not in charge(OR=1.57,95% CI: 1.01-2.44)were more likely to report employment as experts or consultants in HIV/AIDS-field.(5)Structural social capital and organizational performance.The multivariate logistic regression analyses indicated that CSOs with high individual social network levels were more likely to report had been employed as experts or consultants in HIV/AIDS-field(AOR=2.08,95% CI: 1.23-3.53)compared tothose with low network levels.CSOs with high intra-organizational network levels were more likely to report high structure performance(AOR=2.30,95% CI: 1.28-4.15)and executive performance(AOR=2.61,95% CI: 1.36-4.99)than those with low network levels;CSOs with high interorganizational network level were more likely to report high structural performance (AOR=2.28,95% CI: 1.20 3.98),high cultural performance(AOR=3.43,95% CI: 1.85-6.35)and high synthetic performance(AOR=2.29,95% CI: 1.16-4.51)compared to those with low network levels.A social network analysis showed that CSOs most frequently contacted the CDC(degree value=178).Other frequently contacted institutions and groups were service objects(degree=169),STD/AIDS association(degree=155)and government(degree=143).(6)Relational social capital and organizational performance.Core members with high levels of individual trust(AOR=2.44,95% CI: 1.39-4.31)and support(AOR=2.99,95% CI: 1.55-5.78)were more likely to report high prestige;core members with high levels of individual trust were more likely to report seeking for cooperation(AOR=1.82,95% CI: 1.08-3.07).CSOs with high levels of intra-organizational trust than low levels were more likely to report a high level of financial performance(AOR=2.34,95% CI: 1.22-4.49),high level of cultural performance(AOR=2.49,95% CI: 1.28-4.84),(AOR=2.92,95% CI: 1.52-5.62)and high level of synthetic performance(AOR=5.05,95% CI: 2.51 10.17);CSOs with high levels of intra-organizational support were more likely to report high structural performance(AOR=1.86,95% CI: 1.01-3.42).CSOs with high levels of inter-organizational support were more likely to report higher cultural performance(AOR=2.06,95% CI: 1.12-3.80).(7)Cognitive social capital and organizational performance.Core members with a high sense of belonging were more likely to report high prestige(AOR=1.87,95% CI: 1.07-3.28)and seeking for cooperation initiatively(AOR=1.78,95% CI: 1.06-2.99).CSOs with high levels of intra-organizational shared vision were positively associated with structural performance(AOR=1.91,95% CI: 1.06-3.45),financial performance(AOR=2.03,95% CI: 1.07-3.83),cultural performance(AOR=2.21,95% CI: 1.19-4.11)and synthetic performance(AOR=2.69,95% CI: 1.38-5.26).CSOs with high level of inter-organizational shared vision were positively associated with structural performance(AOR=3.16,95% CI: 1.75-5.74),executive performance(AOR=4.69,95% CI: 2.48-8.85),financial performance(AOR=2.93,95% CI: 1.59-5.39),cultural performance(AOR=2.10,95% CI: 1.13-3.91)and synthetic performance(AOR=12.31,95% CI: 6.05-25.05).ConclusionsThis study designed 4 scales to measure organizational performance,core members' individual social capital,intra-organizational social capital and inter-organizational social capital among HIV/AIDS-related CSOs.Each scale demonstrated good reliability and validity.The study indicated that organizational funding,core member scale,establishing time and HIV/AIDS-related service years were positively associated with organizational performance.Individual-level social capital was positively associated with individual performance.Either intra-organizational social capital or inter-organizational social capital was found to be positively associated with organizational performance.Our findings suggest that increasing social capital can potentially improve the performance of CSOs and accordingly play an important role in AIDS prevention.From an individual level perspective,building up trust,support and a sense of belonging can improve prestige;building up trust and a sense of belonging can improve a sense of cooperation;and building up individual networks can improve the opportunity to be an expert or consultant in the field of HIV/AIDS.From the perspective of the intraorganizational level,nurturing intra-network,intra-support and intra-shared vision to improve structural performance;nurturing intra-trust,intra-shared vision to improve financial,cultural and synthetic performance.In the perspective of inter-organizational level,cultivate inter-network,inter-shared vision and inter-support to improve organizational performance in all respects. |
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