Kerentanan rumah sakit di Indonesia dalam menghadapi bencana terlihat dari rata-rata indeks Hospital Emergency Disaster Management yang rendah (0,408) dan kegagalan infrastruktur fisik (hard resilience) saat beban puncak (surge capacity), seperti pada pandemi COVID-19 dan gempa bumi. Modal sosial (social capital) berpotensi menjadi "infrastruktur organisasi non-fisik" (soft resilience) yang mampu mensubstitusi keterbatasan fiskal dan birokrasi, namun pengoptimalannya belum terformulasikan secara terstruktur dalam manajemen bencana rumah sakit. Penelitian ini bertujuan untuk menganalisis, menyintesis, dan merekonstruksi Model Social capital melalui integrasi perspektif strategis (makro) dan operasional (mikro) guna meningkatkan kesiapsiagaan dan ketahanan rumah sakit di wilayah berisiko bencana tinggi (Provinsi Jawa Barat). Penelitian ini menggunakan desain Exploratory Sequential Mixed Methods. Tahap kualitatif melibatkan 18 informan kunci (praktisi senior dan pakar manajemen bencana) untuk mengidentifikasi 78 indikator modal sosial. Tahap kuantitatif melibatkan 110 responden dari 5 tipologi rumah sakit di Jawa Barat (RS Vertikal, RSUD, dan RS Swasta) yang dianalisis menggunakan Structural Equation Modeling (SEM-PLS). Kualitatif Tahap 2 pada 5 RS mewawancara 34 informan. Tahap akhir adalah rekonstruksi model melalui validasi konsensus ahli. Analisis SEM-PLS menunjukkan bahwa Modal Sosial berpengaruh positif dan signifikan terhadap Kesiapsiagaan (0,872) dan Ketahanan (0,672), dengan nilai R-Square Ketahanan sebesar 85,2% (kategori sangat kuat). Penelitian ini memetakan tiga lapis kapital: 1) Bonding Capital (Internal RS) berbasis organizational trust dan nilai spiritual ("Employee of Allah"); 2) Bridging Capital (Horizontal) melalui jejaring lintas faskes/organisasi profesi berbasis resiprositas; dan 3) Linking Capital (Vertikal) melalui agile governance dengan otoritas (Kemenkes/BPBD). Temuan menunjukkan adaptasi kontekstual yang khas: RS Vertikal mengandalkan bridging untuk rujukan makro; RSUD memanfaatkan kearifan lokal "Saduluran" untuk substitusi fiskal daerah; dan RS Swasta Filantropi menggunakan kekuatan identitas sosial untuk pertahanan bottom-up yang lincah. Model Social capital merupakan strategi optimasi non-fiskal yang mentransformasikan jejaring manusia menjadi kapasitas resiliensi nyata. Model ini merekomendasikan integrasi elemen penilaian modal sosial dalam Standar Akreditasi Rumah Sakit (Bab MFK) dan penguatan kurikulum sosiologi kebencanaan pada pendidikan manajemen kesehatan untuk memutus siklus repitisi kesalahan manajemen krisis.

The vulnerability of hospitals in Indonesia in dealing with disasters can be seen from the low average Hospital Emergency Disaster Management index (0.408) and the failure of physical infrastructure (hard resilience) during peak loads (surge capacity), such as in the COVID-19 pandemic and earthquakes. Social capital has the potential to become a "non-physical organizational infrastructure" (soft resilience) that is able to substitute fiscal and bureaucratic limitations, but its optimization has not been formulated in a structured manner in hospital disaster management. This research aims to analyze, synthesize, and reconstruct the Social capital Model through the integration of strategic (macro) and operational (micro) perspectives to improve hospital preparedness and resilience in high-risk disaster areas (West Java Province). This study uses the design of Exploratory Sequential Mixed Methods. The qualitative stage involved 18 key informants (senior practitioners and disaster management experts) to identify 78 social capital indicators. The quantitative stage involved 110 respondents from 5 hospital typologies in West Java (Vertical Hospitals, Hospitals, and Private Hospitals) which were analyzed using Structural Equation Modeling (SEM-PLS). Qualitative Phase 2 at 5 hospitals interviewed 34 informants. The final stage is the reconstruction of the model through expert consensus validation. The SEM-PLS analysis shows that Social capital has a positive and significant effect on Preparedness (0.872) and Resilience (0.672), with an R-Square value of Resilience of 85.2% (very strong category). This study maps three layers of capital: 1) Bonding Capital (Internal RS) based on organizational trust and spiritual values ("Employee of Allah"); 2) Bridging Capital (Horizontal) through a network of reciprocity-based health facilities/professional organizations; and 3) Linking Capital (Vertical) through agile governance with authorities (Ministry of Health/BPBD). The findings show typical contextual adaptations: Vertical RS relies on bridging for macro references; The hospital utilizes the local wisdom of "Duluran" for regional fiscal substitution; and Philanthropy Private Hospitals use the power of social identity for nimble bottom-up defenses. The social capital model is a non-fiscal optimization strategy that transforms human networks into real resilience capacity. This model recommends the integration of social capital assessment elements in Hospital Accreditation Standards (MFK Chapter) and strengthening the disaster sociology curriculum in health management education to break the cycle of repetition of crisis management errors.