During the COVID-19 pandemic, the social solidarity movement spread as a form of collective movement among the community to help one another. In response to this issue, the purpose of this study is to discuss the social capital owned by the Nglanggeran Tourism Village when faced with COVID-19, which caused tourism activities to halt for three months (March 2021-June 2021). The use of social capital analysis in mapping social capital ownership and its use in recovering tourism activities is beneficial. This study used a qualitative method to determine the community’s ability to survive the COVID-19 pandemic, which was accomplished by returning to their original work as farmers to meet their daily needs. Furthermore, Pokdarwis play an important role in bridging information with the government, which is responsible for granting permits to open tourism operations during the pandemic. As a result, tourism object managers must work to strengthen social capital in order to maintain and sustain tourism objects

The purpose of this study is to examine how social capital affected the resilience strategy in a tourist destination during the COVID-19 pandemic by visiting Nglanggeran Tourism Village case. Nglanggeran has become one of tourist destinations in DIY, or even in Indonesia, that was formally reoperated earliest whilst a pandemic is still underway. On the other hand, they are regarded as one of the best tourism villages in Indonesia and South-East Asia that are entirely run by locals, with many representatives from other tourism villages frequently visiting Nglanggeran for benchmarking purposes. This is a descriptive study that employs a qualitative research approach. The data for this study was compiled through observation and semi-structured interviews to obtain primary data, while secondary data was collected through literature reviews related to the scope and focus of the study. The findings of the study show that, in the context of Nglanggeran’s tourism management at the time of the crisis induced by the COVID-19 pandemic, social capital influenced resilience strategy, which would have been closely associated with: a) practicing new norms in the making; b) consolidating trust; and c) bridging partnerships among stakeholders.