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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 perso nas 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.

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Learning outcomes The expected learning outcomes are: to clarify the meaning of resilience and its attributes. To explore the influence of the leader on the development of organizational resilience. To identify critical decisions for the recovery of a business after an external event such as the earthquake that took place on September 19th in Mexico City. To point out the stages for the development of organizational resilience, in the short, and long term: anticipation, coping and adaptation. To clarify the actions that could be taken to prepare an organization for an extreme event or respond to a large-scale crisis. Case overview/synopsis The case is framed within the context of the September 19, 2017 earthquake in Mexico City. ProActive Strategies’ offices collapsed, causing some people to lose their lives and others to be injured. The protagonist needed to decide if the organization could survive and recover or needed to be closed after the earthquake. After ProActive Strategies survived and recovered, it was possible to identify the main stages to develop organizational resilience in this organization: anticipation, coping and adaptation. Also, the paper provides empirical evidence about how organizational resilience is anchored in the attributes at individual and community levels that include human, economic, social and political capitals, enhanced by technological capital. Furthermore, the enablers of resilience add external entities and the ecosystem at a macro-level, considering political, social and economic aspects of the context. Complexity academic level The study level and expertise required to address this case is medium. The richness of the discussion from the perspective of the students is related to the possibility to empathize with the protagonist and the different actors involved and to build on previous experience with crisis management to observe the potential risks and courses of action. Moreover, the professor also requires taking a neutral position to balance the requirements from a humanitarian perspective, with the business needs. Subject code Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.