<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>2007-0705</journal-id>
<journal-title><![CDATA[Nova scientia]]></journal-title>
<abbrev-journal-title><![CDATA[Nova scientia]]></abbrev-journal-title>
<issn>2007-0705</issn>
<publisher>
<publisher-name><![CDATA[Universidad de La Salle Bajío A. C., Coordinación de Investigación]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S2007-07052021000300205</article-id>
<article-id pub-id-type="doi">10.21640/ns.v13ie.2762</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[La gestión del cambio, la colaboración virtual y la agilidad estratégica organizacional de empresas mexicanas ante los impactos por el COVID-19]]></article-title>
<article-title xml:lang="en"><![CDATA[Change management, virtual collaboration, and strategic organizational agility of Mexican companies in the face of COVID-19 impacts]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Fierro-Moreno]]></surname>
<given-names><![CDATA[Eréndira]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidad Autónoma del Estado de México  ]]></institution>
<addr-line><![CDATA[Toluca ]]></addr-line>
<country>Mexico</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>00</month>
<year>2021</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>00</month>
<year>2021</year>
</pub-date>
<volume>13</volume>
<numero>spe</numero>
<fpage>0</fpage>
<lpage>0</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_arttext&amp;pid=S2007-07052021000300205&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_abstract&amp;pid=S2007-07052021000300205&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_pdf&amp;pid=S2007-07052021000300205&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen  Introducción: ¿Cómo enfrentar una crisis mundial médica? ¿Cómo enfrentarla, si además se generó también una crisis económica mundial nunca antes vista? ¿Gestionar el cambio implica gestionar lo absurdo? Ante la pandemia, las organizaciones debieron hacer frente a la tensión y considerar que la estabilidad debe asumir los procesos de cambio, al ser éste inevitable y formar parte de la vida de la organización. La continuidad y el cambio no deben gestionarse como estados alternativos sino como estados coexistentes. Fue fundamental llevar a cabo estrategias tales como la colaboración virtual, la transformación digital y la agilidad estratégica organizacional.  Método: El objetivo de este artículo consistió en determinar en qué medida la gestión del cambio influye en la colaboración virtual, en la transformación digital y en la agilidad estratégica organizacional ante los impactos por la crisis por COVID-19. Con la revisión de literatura y apoyados en la Teoría de la Contingencia se formularon las hipótesis. La fuente de información fue mediante una encuesta de muestreo no probabilístico a 109 empresas de México y la unidad de análisis fue en su mayoría mandos directivos y medios. La metodología utilizada fue un modelo de ecuaciones estructurales (SEM).  Resultados: Los resultados indican que las empresas mexicanas emplearon estrategias asociadas con la gestión del cambio como: el teletrabajo en línea, la optimización del negocio, la inversión en tecnología y la diversificación como respuesta a la crisis derivada del COVID-19. Aunque no es posible establecer una relación de causalidad entre las variables en estudio, ya que la interpretación de la causalidad en el mundo real no se garantiza, sí fue posible establecer con estos resultados una discusión acerca de la influencia de la gestión del cambio en la colaboración virtual, en la transformación digital y en la agilidad estratégica organizacional ante la crisis por la COVID-19.  Discusión o conclusión: Ante este entorno emergente las empresas replantearon sus estrategias para enfrentarse a la crisis generada por los impactos de la COVID-19. La capacidad de adaptarse rápidamente a los cambios y de gestionarlo de la mejor manera es una capacidad importante y fundamental para mantener y a la vez, transformar a las organizaciones; al ser los cambios rápidos e intensos, es necesario que se gestione el cambio para que las organizaciones sean competitivas a corto plazo y sobrevivan a largo plazo. Los hallazgos de la investigación comprueban e indican que la gestión del cambio predice la colaboración virtual, la transformación digital y la agilidad estratégica organizacional; el análisis empírico de esta investigación ha puesto de manifiesto la importancia de ésta para generar capacidades necesarias que las organizaciones requieren ante respuestas prontas y necesarias para garantizar su supervivencia y competitividad.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract  Introduction: How to face a world medical crisis, if it also generated a world economic crisis never seen before? Does managing change imply managing the absurd? Faced with the pandemic, organizations had to face the tension and consider that stability must assume the processes of change, it is inevitable and is part of the life of the organization. Continuity and change should not be managed as alternative states but as coexisting states. It was fundamental to carry out strategies such as virtual collaboration, digital transformation and organizational strategic agility.  Method: The objective of this article was to determine to what extent change management influences virtual collaboration, digital transformation and organizational strategic agility in the face of the impacts of the crisis by COVID-19. With the review of literature and supported by the Theory of Contingency, the hypotheses were formulated. The source of information was a non-probabilistic sample survey of 109 companies in Mexico, and the unit of analysis was mostly management and middle management. The methodology used was a structural equation model (SEM).  Results: The results indicate that Mexican companies employed strategies associated with change management such as: online teleworking, business optimization, investment in technology and diversification as a response to the crisis resulting from COVID-19. Although it is not possible to establish a causal relationship between the variables under study because the interpretation of causality in the real world is not guaranteed, but it was possible to establish with these results a discussion about the influence of change management on virtual collaboration, digital transformation and organizational strategic agility in the face of the crisis by COVID-19.  Discussion or conclusion: Faced with this emerging environment, companies rethought their strategies to face the crisis generated by the impacts of COVID-19. The ability to adapt quickly to change and to manage it in the best way is an important and fundamental capacity to maintain and at the same time, transform organizations. As changes are fast and intense, it is necessary to manage change in order for organizations to be competitive in the short term and to survive in the long term. Research findings prove and indicate that change management predicts virtual collaboration, digital transformation and organizational strategic agility; the empirical analysis of this research has shown the importance of this to generate the necessary capacities that organizations require in the face of prompt and necessary responses to guarantee their survival and competitiveness.]]></p></abstract>
<kwd-group>
<kwd lng="es"><![CDATA[cambio]]></kwd>
<kwd lng="es"><![CDATA[estrategias]]></kwd>
<kwd lng="es"><![CDATA[virtual]]></kwd>
<kwd lng="es"><![CDATA[digital]]></kwd>
<kwd lng="es"><![CDATA[COVID-19]]></kwd>
<kwd lng="es"><![CDATA[empresas]]></kwd>
<kwd lng="es"><![CDATA[agilidad estratégica]]></kwd>
<kwd lng="es"><![CDATA[gestión empresarial]]></kwd>
<kwd lng="es"><![CDATA[colaboración]]></kwd>
<kwd lng="es"><![CDATA[estudios organizacionales]]></kwd>
<kwd lng="es"><![CDATA[crisis global]]></kwd>
<kwd lng="es"><![CDATA[teoría de la contingencia]]></kwd>
<kwd lng="en"><![CDATA[change]]></kwd>
<kwd lng="en"><![CDATA[strategies]]></kwd>
<kwd lng="en"><![CDATA[virtual]]></kwd>
<kwd lng="en"><![CDATA[digital]]></kwd>
<kwd lng="en"><![CDATA[COVID-19]]></kwd>
<kwd lng="en"><![CDATA[companies]]></kwd>
<kwd lng="en"><![CDATA[strategic agility]]></kwd>
<kwd lng="en"><![CDATA[business management]]></kwd>
<kwd lng="en"><![CDATA[collaboration]]></kwd>
<kwd lng="en"><![CDATA[organizational studies]]></kwd>
<kwd lng="en"><![CDATA[global crisis]]></kwd>
<kwd lng="en"><![CDATA[contingency theory]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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