Abstract
This study explores the role of Social Capital (SC) and Community-Based Initiatives (CBIs) in managing the COVID-19 pandemic in Beppu City, Japan. Using a qualitative research approach, semi-structured interviews were conducted with key figures from Beppu City. The findings reveal that SC, characterized as the resources embedded in social networks and strong relationships within its community played a pivotal role at various stages of COVID-19 management cycle in Beppu City. These elements facilitated effective communication, coordination, and resilience among community members. Despite the unprecedented nature of the crisis and the evolving understanding of the virus, the study emphasizes the effectiveness of CBIs and countermeasures taken to contain the virus and address the socio-economic challenges caused by COVID
19.The study proposes a Theory of Change (ToC) model aiming at addressing the challenges and evaluating the initiatives taken to address them. The model highlighted how community resilience, adaptability, and collaboration facilitated effective pandemic management, offering insights into the role of SC in pandemic management strategies. This research contributes to the literature on SC and disaster management through empirical evidence from a Japanese case study and offers practical implications for policymakers and practitioners.
