Transition to Telework in an Academic Setting in Peru

Morales O.; Morales S.; Rees G.H. · Human Centered Management and Crisis: Disruptions, Resilience, Wellbeing and Sustainability (2023) · DOI: 10.4324/9781003330011-14

Resumen

Widespread disruptions of the Covid-19 pandemic affected people and organizations worldwide, but deeply transformed universities that in a short period of time were forced to switch from traditional teaching and learning in face-to-face classrooms to intensive use of online platforms and teleworking for professors. The transition was challenging and costly because, although advances in online education programs had started, most institutions implemented rapid change without previous experience. This chapter presents the case of ESAN Business University in Peru. The discussion is based on a study conducted to identify features of the organizational culture that facilitated change. The analysis is targeted on 2 pillars of Human Centered Management: Pillar 2 – disruption resilience and Pillar 4 – agility, and ESAN's organizational culture is measured using Hofstede's Organization Culture Dimensions to test alignment that supported rapid adaptation and better outcome of the transformation affecting performance and wellbeing of professors and students.

Instituciones: Universidad ESAN