Strategic resources are often socially constructed, which implies human capital and social capital in action. Most scholars interested in social capital define it by the actual web of social networks within a community (or organisation) and by the norms, values, trust and expectations embedded in these networks, and its role in facilitating collective action. Developing and leveraging social capital is critical for leaders, staff and volunteers in non-profit organisations. While NPO leaders are responsible for the strategic direction of the organisation, staff and volunteers play a key role in strategy implementation, so their social capital is important as well. An issue then is the process by which NPOs gather and use the social capital of both employees and volunteers as they create strategic resources and pursue their strategic goals. This paper integrates concepts from the literature on strategy and social capital with a non-profit organisation case study to understand the degree to which specific patterns of social capital may be used to achieve strategic goals. Such an examination should be useful for organisations that use both owned and accessed resources, whether non-profit or in one of the new network organisations. In our case study of a large, national non-profit organisation with a significant volunteer membership, we found that staff rely primarily on the bridging type of social capital in achieving the competing strategic aims of expanding membership (a customer value goal) and achieving pluralism (an internal process goal). Further, they appear to leverage their social networks more for the customer value goal than for the internal process goal.