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Item type:Publication, Situación de las organizaciones educativas escolares en pandemia: tres aspectos clave(Catholic University of Cordoba, 2024-04-26)Educational organizations were affected by the global COVID-19 pandemic, and, as a result, many of them had to develop strategies and practices in order to continue providing educational services. In light of this, the present study aimed to understand the situation of educational organizations during the pandemic, focusing on the following educational phenomena: organizational resilience, educational improvement, and distributed leadership. To do this, the research was approached through the narrative review method, for which a total of sixty-two sources were examined, from the years 2020, 2021 and 2022. The study concludes that there is evidence of an increase in resilient capacities as well as the exercise of distributed leadership. Additionally, it was concluded that educational improvement facilitated the enhancement of actions related to teaching and learning processes during the pandemic. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, How Strategic Agility Translates Into Organizational Performance: The Roles of Organizational Resilience and Business Model Innovation(Wiley, 2026-01-01)Drawing on the dynamic capabilities framework, this study addresses whether strategic agility directly influences organizational performance or operates through underlying mechanisms. We propose and test a dual‐path model in which strategic agility affects performance through organizational resilience and business model innovation. Data from 241 firms in Metropolitan Lima, Peru, were analyzed using PLS‐SEM. Results show that the effect of strategic agility on performance is primarily indirect, operating through both pathways rather than through direct effects. This finding refines the dynamic capabilities perspective by indicating that the performance effects of higher‐order capabilities may be realized indirectly through the organizational mechanisms they enable, positioning strategic agility as an enabling capability. Contrary to dominant expectations, environmental dynamism does not moderate the relationships between strategic agility, organizational resilience, business model innovation, and organizational performance, suggesting that the value of dynamic capabilities may reflect offsetting forces or operate consistently across varying levels of environmental dynamism. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, A dark side of organizational resilience: Venezuelan migrant workers and multinational delivery platform companies in Colombia during the pandemic(Emerald Publishing Limited, 2025-12-10)The of this study is to identify a “dark side” of organizational resilience, whereby individual workers perceive their organization's adaptive measures to be unfair, unsupportive or inconsiderate of the risks and burden involved. This study examines how Venezuelan migrant delivery workers in Colombia perceived and responded to multinational platform companies' resilience strategies during the COVID-19 pandemic, and how these responses influenced their organizational identification over time. Design/methodology/approach This study used a longitudinal phenomenological approach to analyze the lived work experiences of 19 Venezuelan migrants in Colombia who performed delivery services for multinational platform companies. Over seven months, the authors conducted 62 semi-structured interviews, complemented by participant observation and an analysis of platform companies' communications. A systematic two-cycle coding process was applied using NVivo. Findings This study identifies three core themes – perception of work, social relationships and organizational attachment – that illustrate workers' evolving responses to companies' adaptive measures. Initially, workers embraced these measures, but financial strain, algorithmic control and minimal organizational support led to disillusionment and detachment. Workers turned to peer networks to foster collective resilience, but they ultimately disengaged. Originality/value This study contributes to research on organizational resilience by revealing a potentially adverse impact on individual workers. The longitudinal research design unveils the iterative and multi-level nature of organizational resilience and its consequences.2