<?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>2683-2690</journal-id>
<journal-title><![CDATA[The Anáhuac journal]]></journal-title>
<abbrev-journal-title><![CDATA[The Anáhuac j.]]></abbrev-journal-title>
<issn>2683-2690</issn>
<publisher>
<publisher-name><![CDATA[Universidad Anáhuac del Sur S.C., Facultad de Economía y Negocios]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S2683-26902021000100040</article-id>
<article-id pub-id-type="doi">10.36105/theanahuacjour.2021v21n1.02</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[Leadership and Organizational Resilience in a Catastrophic Scenario: An Empirical Study]]></article-title>
<article-title xml:lang="es"><![CDATA[Liderazgo y resiliencia organizacional en un escenario catastrófico: estudio empírico]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Mucharraz y Cano]]></surname>
<given-names><![CDATA[Yvette]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,IPADE Business School  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>06</month>
<year>2021</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>06</month>
<year>2021</year>
</pub-date>
<volume>21</volume>
<numero>1</numero>
<fpage>40</fpage>
<lpage>65</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_arttext&amp;pid=S2683-26902021000100040&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_abstract&amp;pid=S2683-26902021000100040&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_pdf&amp;pid=S2683-26902021000100040&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract: In this paper, the researcher addresses the role of leaders in the development of organizational disaster resilience. Catastrophic events affect millions of people worldwide, and disasters will continue to occur. The research is oriented to answer the following question: How can business leaders develop resilience in their organizations after extreme events, specifically in the face of earthquakes? The phenomenon is studied from the perspective of the Mexican experience after the September 19, 2017 earthquake in Mexico City. The study contrasts existing resilience definitions and conceptual frameworks with empirical research to support the development of organizational disaster resilience by business leaders. This participatory study was conducted with 12 business leaders to document the lessons learned and understand the resilience development mechanisms that supported their organizations during their recovery from the earthquake. The findings reflect resilience conceptualization as a nonlinear process that allows leaders&#8217; interventions to develop actions in the anticipation, response and adaptation stages. Additionally, the response required interorganizational coordination to accelerate the adaptation and recovery of affected organizations by extreme events, as in the case of the earthquake.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen: En este artículo se aborda el papel de los líderes en el desarrollo de la resiliencia organizacional ante los desastres. Las catástrofes afectan a millones de personas en todo el mundo, y seguirán ocurriendo. La investigación se orienta a responder la pregunta: ¿cómo pueden los líderes desarrollar la resiliencia en sus organizaciones frente a eventos extremos, específicamente ante los terremotos? El fenómeno se estudia desde la perspectiva de la experiencia mexicana tras el terremoto del 19 de septiembre de 2017 en la Ciudad de México. El estudio contrasta las definiciones y los marcos conceptuales de resiliencia existentes para apoyar el desarrollo de la resiliencia organizacional en caso de desastres, por parte de los líderes. Este estudio participativo se realizó con doce líderes para documentar las lecciones aprendidas y comprender los mecanismos de desarrollo de la resiliencia con los que apoyaron a sus organizaciones durante la recuperación del terremoto. Los hallazgos reflejan la conceptualización de la resiliencia como un proceso no lineal, que permite su intervención para desarrollar acciones en las etapas de anticipación, respuesta y adaptación.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[Organizational resilience]]></kwd>
<kwd lng="en"><![CDATA[sustainability]]></kwd>
<kwd lng="en"><![CDATA[disasters]]></kwd>
<kwd lng="en"><![CDATA[leadership]]></kwd>
<kwd lng="en"><![CDATA[L29]]></kwd>
<kwd lng="es"><![CDATA[resiliencia organizacional]]></kwd>
<kwd lng="es"><![CDATA[sostenibilidad]]></kwd>
<kwd lng="es"><![CDATA[desastres]]></kwd>
<kwd lng="es"><![CDATA[liderazgo]]></kwd>
<kwd lng="es"><![CDATA[L29]]></kwd>
</kwd-group>
</article-meta>
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