<![CDATA[A large body of literature treats social capital, trust, norms, and networks as assets that improve schools. However, many schools rich in relational resources remain slow to adapt and innovate, suggesting that social capital is a potential rather than an automatic outcome. This study examines why some schools convert relational resources into organizational capacity while others do not and develops the concept of social capital activation, namely the process through which school leaders intentionally transform relational resources into collective organizational action. Using a qualitative multiple-case study of two state Islamic senior secondary madrasahs in Lamongan, East Java, and interviews with principals, teachers, staff, students, and parents, four themes emerged: dormant social capital, leadership activation mechanisms, conversion into learning and adaptive capacity, and the dark side of excessive bonding capital. The findings demonstrate that activation, rather than accumulation, turns relationships into organizational power]]>
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