<?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>1665-109X</journal-id>
<journal-title><![CDATA[Sinéctica]]></journal-title>
<abbrev-journal-title><![CDATA[Sinéctica]]></abbrev-journal-title>
<issn>1665-109X</issn>
<publisher>
<publisher-name><![CDATA[Instituto Tecnológico y de Estudios Superiores de Occidente, Departamento de Educación y Valores]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S1665-109X2025000200202</article-id>
<article-id pub-id-type="doi">10.31391/fpst9107</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[Cambio organizacional en universidades privadas en el contexto mexicano de la acreditación]]></article-title>
<article-title xml:lang="en"><![CDATA[Organizational change in private universities within Mexico&#8217;s accreditation context]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Urrego-Cedillo]]></surname>
<given-names><![CDATA[Fanny Lucía]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidad Panamericana Facultad de Ciencias de la Salud ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>12</month>
<year>2025</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>12</month>
<year>2025</year>
</pub-date>
<numero>65</numero>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_arttext&amp;pid=S1665-109X2025000200202&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_abstract&amp;pid=S1665-109X2025000200202&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_pdf&amp;pid=S1665-109X2025000200202&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen. La acreditación institucional y de programas se ha consolidado como un mecanismo de autorregulación en la educación superior mexicana bajo una lógica de mercado. Las universidades privadas de mayor trayectoria participan de forma continua en estos procesos, mientras que otras en vías de reconocimiento adoptan una conducta de striving para obtener ventajas competitivas. Ante el debate sobre si la acreditación realmente impulsa transformaciones organizacionales, este trabajo se propuso responder: ¿cómo ocurre el cambio en organizaciones universitarias mexicanas con distinto grado de consolidación en el contexto de la acreditación? Se realizó un estudio de casos entre la Universidad La Salle Ciudad de México y la Universidad Intercontinental, con base en una adaptación del modelo contextualista de Pettigrew. A partir del análisis de fuentes documentales y entrevistas semiestructuradas, se encontró que la acreditación actúa como presión externa, frente a la cual las organizaciones responden mediante acoplamiento discrecional. Se identificaron cambios alineados con criterios de las acreditadoras, junto con transformaciones estratégicas y reactivas vinculadas a recursos disponibles y percepciones internas. Las diferencias entre casos se explican por la implementación combinada de estrategias top-down y bottom-up. Se concluye que el cambio organizacional en este contexto es complejo, no lineal y condicionado por factores tanto externos como internos.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract. Institutional and program accreditation has become a mechanism of self-regulation in Mexican higher education, operating within a market-driven logic. Consolidated private universities engage continuously in accreditation processes, strengthening their legitimacy and prestige, while those still striving for such recognition adopt a striving behavior to gain competitive advantages. Given ongoing debates about whether accreditation genuinely drives organizational transformation, this study asks: How does change occur in Mexican university organizations with different levels of institutional consolidation in the context of accreditation? A comparative case study was conducted involving Universidad La Salle Mexico City and Universidad Intercontinental, based on an adapted version of Pettigrew&#8217;s contextualist model. Using documentary sources and semi-structured interviews, the study found that accreditation acts as an external pressure to which organizations respond through discretionary internal adaptation. Changes were identified that align with accreditation agency criteria, along with strategic and reactive transformations shaped by resource allocation and internal perceptions of quality. Differences between the two cases are largely explained by the interplay of top-down and bottom-up implementation strategies. The findings suggest that organizational change in this context is complex, nonlinear, and shaped by both external pressures and internal dynamics.]]></p></abstract>
<kwd-group>
<kwd lng="es"><![CDATA[acreditación institucional]]></kwd>
<kwd lng="es"><![CDATA[estrategias de cambio]]></kwd>
<kwd lng="es"><![CDATA[universidades privadas en México]]></kwd>
<kwd lng="es"><![CDATA[modelo de Pettigrew]]></kwd>
<kwd lng="es"><![CDATA[educación superior]]></kwd>
<kwd lng="es"><![CDATA[isomorfismo organizacional]]></kwd>
<kwd lng="en"><![CDATA[institutional accreditation]]></kwd>
<kwd lng="en"><![CDATA[change strategies]]></kwd>
<kwd lng="en"><![CDATA[private universities in Mexico]]></kwd>
<kwd lng="en"><![CDATA[Pettigrew&#8217;s model]]></kwd>
<kwd lng="en"><![CDATA[higher education]]></kwd>
<kwd lng="en"><![CDATA[organizational isomorphism]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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