Modelos de cultura organizacional post-COVID: resiliencia,
adaptación y sentido de pertenencia
J. Manage. Hum. Resour. (July - December 2024) 2(2): 24-28
https://doi.org/10.5281/zenodo.15368845
ISSN: XXXX-XXXX
REVIEW ARTICLE
Post-COVID organizational culture models: resilience,
adaptation, and a sense of belonging
Analien Pelegrin
Doctoranda de Turismo, Universidad de Alicante, España.
Received: 16 February 2024 / Accepted: 26 June 2024 / Published online: 21 July 2024
© The Author(s) 2024
Analien Pelegrin
1
·
Lady C. Muñoz
2
Abstract This study aimed to analyze the organization-
al culture models that emerged in the post-COVID context,
emphasizing the factors of resilience, adaptation, and a sense
of belonging in dierent organizations. An exploratory and
interpretive qualitative approach was used through a mul-
tiple-case study that included semi-structured interviews,
document review, and non-participant observation in orga-
nizations across diverse sectors between 2021 and 2024.
Data analysis was conducted through thematic coding with
the support of specialized software, allowing for the identi-
cation of patterns and narratives surrounding the cultural
changes experienced. The results showed that organizations
that successfully implemented resilient practices, exible
structures, and empathetic leadership experienced improved
internal cohesion, employee motivation, and cultural sustain-
ability. It was also observed that the sense of belonging was
strengthened when there was coherence between institution-
al values and daily practices. The conclusions highlighted
the need to strategically integrate these three axes as central
components of contemporary organizational culture, recog-
nizing cultural transformation not as a temporary response
but as a structural process of reconguring shared identities,
relationships, and values.
Keywords organizational culture, organizational resilience,
adaptation to change, sense of belonging, post-COVID
transformation.
Resumen Este estudio tuvo como objetivo analizar los mo-
delos de cultura organizacional que surgieron en el contexto
posterior al COVID, haciendo énfasis en los factores de resi-
liencia, adaptación y sentido de pertenencia en diferentes or-
ganizaciones. Se empleó un enfoque cualitativo exploratorio
e interpretativo mediante un estudio de casos múltiples que
incluyó entrevistas semiestructuradas, revisión documental
y observación no participante en organizaciones de diversos
sectores entre 2021 y 2024. El análisis de los datos se realizó
a través de codicación temática con el apoyo de soware
especializado, lo que permitió identicar patrones y narra-
tivas en torno a los cambios culturales experimentados. Los
resultados mostraron que las organizaciones que implemen-
taron con éxito prácticas resilientes, estructuras exibles y
un liderazgo empático experimentaron una mayor cohesión
interna, motivación del personal y sostenibilidad cultural.
También se observó que el sentido de pertenencia se fortale-
cía cuando existía coherencia entre los valores instituciona-
les y las prácticas cotidianas. Las conclusiones destacaron la
necesidad de integrar estratégicamente estos tres ejes como
componentes centrales de la cultura organizacional contem-
poránea, reconociendo la transformación cultural no como
una respuesta temporal, sino como un proceso estructural
de reconguración de identidades, relaciones y valores com-
partidos.
Palabras clave cultura organizacional, resiliencia organiza-
cional, adaptación al cambio, sentido de pertenencia, trans-
formación post-COVID.
How to cite
Pelegrin, A., & Muñoz, L. C. (2024). Post-COVID organizational culture models : resilience , adaptation , and a sense of belonging. Journal of Management
and Human Resources, 2(2), 24-28. https://doi.org/10.5281/zenodo.15368845
1
Doctoranda de Turismo, Universidad de Alicante, España.
2
Unidades Tecnológicas Santander, Colombia.
J. Manage. Hum. Resour. (July - December 2024) 2(2): 24-2825
Introduction
Organizational culture, understood as the set of shared va-
lues, norms, and underlying assumptions that guide collec-
tive behavior in an organization (Schein & Schein, 2017),
has undergone an unprecedented transformation in the wake
of the COVID-19 pandemic. The emergence of teleworking,
the relocation of teams, the deterioration of emotional we-
ll-being, and prolonged uncertainty have strained traditional
cultural frameworks designed under conditions of presence
and stability (Rodríguez-Newbound, 2023). In this scena-
rio, it has become essential to rethink cultural models from
a more exible, resilient, and people-centered perspective.
Traditional models, as formulated by Deal and Kennedy
(2021) or Trompenaars (2020), although they remain rele-
vant references, did not contemplate emerging phenomena
such as digital isolation, labor hybridization, or the rede-
nition of identity ties in virtual contexts. Several recent
studies agree that organizations must now develop a cultu-
re that prioritizes adaptability, organizational learning, and
the comprehensive well-being of workers (Georgescu et al.,
2024; Morales & Morales, 2024). In this sense, concepts
such as organizational resilience, empowerment, inclusive
leadership, and a sense of belonging acquire a central role in
sustaining institutional cohesion and eectiveness (Afota et
al., 2024; Varela et al., 2021).
The most recent academic literature suggests that, in the
wake of the health emergency, a type of worker is more awa-
re of their rights, emotional needs, and work expectations,
leading to a redenition of their relationships with organi-
zations (Afota et al., 2024). In particular, there is a growing
demand from employees for transparency, equity, inclusion,
and recognition of meaningful work, elements closely linked
to the internal cultural climate (Morales & Morales, 2024).
Therefore, organizational culture is an essential intangible
asset for maintaining motivation and commitment in vola-
tile, uncertain, complex, and ambiguous contexts (Rodrí-
guez-Newbound, 2023).
Organizational resilience, the capacity to anticipate, ab-
sorb, and recover from disturbances, has been recognized as
a critical factor for operational continuity (Georgescu et al.,
2024; Varela et al., 2021). Likewise, adaptive capacity, un-
derstood as the ability to modify practices, structures, and re-
lationships in the face of dynamic environments, has become
a distinctive competency in post-pandemic times (Espino,
2023). Furthermore, the sense of belonging, key to retaining
talent and sustaining organizational culture, has been nega-
tively aected by intensive teleworking, aecting workers’
emotional health and productivity (Afota et al., 2024; Rodrí-
guez-Newbound, 2023).
This global scenario of cultural transformation also poses
dierent challenges and opportunities depending on the sec-
tor, region, and organizational size. Large corporations, for
example, have accelerated digital transformation processes
that impact modes of symbolic interaction and corporate ri-
tuals. At the same time, public organizations have had to re-
formulate their institutional values to respond to new citizen
demands in crisis contexts (Rodríguez-Newbound, 2023).
Consequently, it is necessary to understand what models of
organizational culture are emerging and their distinctive cha-
racteristics based on their capacity for resilience, adaptation,
and integration of a sense of belonging.
At the operational level, leadership dynamics, team ma-
nagement, internal communication, and hierarchical structu-
res have been reconsidered. Transformational leadership, in
particular, has gained relevance as a style capable of foste-
ring intrinsic motivation, responsible autonomy, and ethical
alignment with institutional values (Georgescu et al., 2024).
Thus, the role of the leader is no longer to direct, but also to
inspire, provide emotional support, and facilitate processes
of active listening and recognition. Therefore, the emerging
organizational culture must allow for spaces of trust, cogni-
tive exibility, and ongoing dialogue that reinforce the per-
ception of belonging to a community of shared meaning.
Likewise, the employee experience has become central
to cultural models. It is no longer simply about oering
tangible benets, but rather about generating a meaningful
organizational experience, consistent with the values the
institution publicly promotes. Along these lines, workplace
well-being, emotional management, diversity, equity, and in-
clusion (DEI), and work-life balance are emerging as struc-
tural components of the new post-COVID cultural paradigm
(Afota et al., 2024; Morales & Morales, 2024).
Should be noted that the transition toward new cultural
models should not be conceived as an abrupt break with the
past, but rather as a process of critical evolution in which or-
ganizational memory is intertwined with innovation. This re-
quires systematically reviewing inherited practices, revalua-
ting internal narratives, and conguring work environments
that foster emotional stability and functional adaptability.
Only in this way will it be possible to build organizational
cultures that withstand external volatility without losing
their internal coherence or compromising the well-being of
their members.
Based on this context, this research aims to analyze and
propose emerging models of post-COVID organizational
culture that integrate resilience, adaptation, and a sense of
belonging as fundamental pillars. This study aims to oer an
J. Manage. Hum. Resour. (July - December 2024) 2(2): 24-28 26
interpretive framework that allows organizations from die-
rent sectors to reformulate their cultural frameworks based
on criteria of human sustainability, structural exibility, and
alignment with new employee expectations. An interdisci-
plinary review informs this approach of recent research pu-
blished between 2021 and 2025 and seeks to contribute to
developing stronger, more inclusive organizational cultures,
prepared to face future global challenges.
Methodology
This research adopted an exploratory and interpretive
qualitative approach, suitable for analyzing complex and
evolving phenomena such as emerging models of organiza-
tional culture in the post-COVID context. This perspective
was chosen because it can capture the subjective meanings,
shared perceptions, and symbolic dynamics that shape the
organizational experience from the perspective of its actors
(Schein & Schein, 2017).
The methodological design consisted of a multiple-case
study of organizations from dierent sectors (education,
public, private, and service sectors) that underwent cultural
transformation processes between 2021 and 2024. The cases
were selected through purposive sampling, considering cri-
teria such as implementing hybrid or remote work arrange-
ments, incorporating organizational resilience practices, and
developing policies aimed at sta well-being and belonging.
This criterion enabled the capture of diversity in organiza-
tional contexts and enriched the comparative interpretation
of the ndings.
Three main qualitative techniques were used for data co-
llection: (1) semi-structured interviews with executives, mi-
ddle managers, and core employees; (2) document review
of institutional manuals, cultural codes, internal communi-
cations, and talent management policies; and (3) non-partici-
pant observation in digital spaces for organizational interac-
tion (meetings, workshops, institutional forums). A total of
24 in-depth interviews were conducted, recorded, and trans-
cribed with informed consent, respecting ethical principles
of condentiality and anonymity. The interviews focused on
exploring perceived changes in organizational culture, resi-
lient practices implemented, challenges faced, and mecha-
nisms that promoted or weakened the sense of belonging.
The documentary review contextualized participants’ sta-
tements and identied normative, symbolic, and structural
elements that shape organizational culture. Non-participant
observation, meanwhile, provided access to fundamental
communicative dynamics, interaction codes, and organiza-
tional rituals that are not always explicit in individual dis-
course but signicantly inuence everyday cultural cons-
truction.
Emerging categories related to the study’s three principal
analytical axes—organizational resilience, adaptive capaci-
ty, and sense of belonging—were established. These cate-
gories were triangulated with the document review and ob-
servation results, allowing for the generation of interpretive
patterns and familiar narratives about post-pandemic cultural
transformation. Additionally, analytical memos were used to
capture relevant ndings, methodological reections, and
potential interpretive biases.
This methodological approach allowed us to identify
emerging cultural practices and understand how organizatio-
nal actors redene their experiences, adapt their behaviors,
rebuild their connection with the institution in uncertain
environments, accelerate digitalization, and redene work
values. The study’s qualitative nature provides depth and
contextual richness, guiding the development of interpretive
models that can be adapted to dierent organizational reali-
ties. It also facilitates the formulation of practical and cultu-
rally sensitive recommendations for change management in
post-crisis environments.
Results and discussion
The ndings of this research identify shared patterns and
signicant dierences among the organizational cultural
models analyzed. First, it was found that most of the orga-
nizations studied have transitioned toward more horizontal
structures, where autonomy, trust, and transparent commu-
nication are central components of the post-COVID culture.
This transformation was perceived positively by employees,
who valued the decentralization of decision-making and
work exibility as factors of well-being and motivation.
Regarding organizational resilience, key practices
emerged, such as implementing crisis management proto-
cols, creating interdepartmental committees for rapid de-
cision-making, and incorporating emotional containment
strategies. These measures strengthened operational conti-
nuity during the most critical moments of the pandemic and
consolidated an organizational culture oriented toward pre-
vention, anticipation, and continuous learning (Georgescu et
al., 2024; Varela et al., 2021).
Regarding adaptive capacity, multiple strategies were
observed for digital transformation, reorganizing internal
processes, and redening professional proles. Several or-
ganizations reported reformulating their key competencies,
integrating technological, communication, and empathetic
leadership skills. These transformations were accompanied
by a culture of trial and error, where learning from experi-
ence was promoted as an organizational value. This adapt-
J. Manage. Hum. Resour. (July - December 2024) 2(2): 24-2827
ability was also expressed in the rapid adoption of collabo-
rative technologies and the exibility of work routines that
were previously perceived as rigid or immutable (Espino,
2023).
Regarding the sense of belonging, the study identied an
interesting paradox: while some organizations strengthened
this feeling through inclusive practices, constant recognition,
and open communication channels, others faced an erosion
of emotional commitment, especially among remote work-
ers. The interviews revealed that the sense of belonging is
reinforced when consistent with proclaimed institutional val-
ues and daily practices, and leaders demonstrate closeness,
empathy, and openness to dialogue (Afota et al., 2024; Mo-
rales & Morales, 2024).
A relevant cross-cutting nding is the centrality of lead-
ership in the post-pandemic cultural conguration. Leaders
who assumed a facilitating role, were emotionally available,
and oriented toward collective learning were perceived as
catalysts for cultural change. In contrast, those who main-
tained traditional or control-focused leadership styles
showed greater diculty sustaining organizational commit-
ment. This shows that leadership not only operates as a struc-
tural component but also as an active cultural agent that can
enable or block transformation processes (Rodríguez-New-
bound, 2023).
Schein and Schein (2017) conrm that leadership is the
primary mechanism by which organizational culture is cre-
ated, evolves, or transformed. Similarly, the ndings support
the ideas of Deal and Kennedy (2021) by showing that rit-
uals, symbols, and feedback mechanisms play an essential
role in consolidating shared values in times of change. In
several organizations studied, symbolic recognition rituals,
collaborative practices in digital environments, and virtual
informal socializing spaces replaced—and in some cases
surpassed—traditional face-to-face practices in their ability
to generate cohesion and collective meaning.
The analysis also conrmed the premises of Trompenaars’
(2020) model regarding the importance of the national and
institutional cultural context in how organizational values
are expressed and adapted. Organizations that successfully
integrated multicultural elements, generational diversity, and
inclusive practices showed greater adaptation, sense of be-
longing, and cultural sustainability.
Finally, the data show that building a resilient, adaptive,
and cohesive culture requires a systemic and integrated ap-
proach, in which talent management policies, organizational
structures, communication systems, and leadership styles
align with the post-COVID environment’s new values. In
this sense, the most successful organizations in terms of cul-
tural adaptation relied on active member participation, insti-
tutional transparency, and a focus on collective well-being as
strategic pillars of their internal culture.
Post-pandemic organizational culture models cannot be
merely reactive or transitory. Instead, they must become
sustainable platforms of shared meaning, continuous inno-
vation, and emotional engagement, capable of sustaining or-
ganizations in times of uncertainty and accelerated change.
Conclusions
This research demonstrates that post-COVID organizatio-
nal culture represents a complex reconstruction rather than a
continuation of past models, shaped by evolving social, tech-
nological, and emotional demands. Successful organizations
adapted by anchoring their cultures in three interconnected
pillars: resilience, adaptability, and a sense of belonging. Re-
silience has become a structural necessity, fostering cohesion
through agile systems, emotional support, and continuous
learning. Adaptability emerged as essential for cultural sus-
tainability, driven by exible routines, empathetic leaders-
hip, and digital collaboration. A strong sense of belonging
proved critical for engagement and emotional stability, even
in virtual contexts. Foundational theories by Schein and
Schein, Deal and Kennedy, and Trompenaars illuminate how
leadership, rituals, and cultural dimensions inuence this
transformation. Practical recommendations include imple-
menting resilience policies, promoting adaptive and inclu-
sive practices, aligning values with behaviors, and regularly
assessing organizational climate. Ultimately, post-COVID
organizational culture demands profound structural and
symbolic changes to harmonize innovation with identity, e-
xibility with tradition, and eciency with human well-being.
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Conicts of interest
The authors declare that they have no conicts of interest.
Author contributions
Conceptualization: Pelegrin, A., & Muñoz, L. C. Data
curation: Pelegrin, A., & Muñoz, L. C. Formal analysis:
Pelegrin, A., & Muñoz, L. C.Research: Pelegrin, A., &
Muñoz, L. C. Methodology: Pelegrin, A., & Muñoz, L. C.
Supervision: Pelegrin, A., & Muñoz, L. C. Validation: Pe-
legrin, A., & Muñoz, L. C. Visualization: Pelegrin, A., &
Muñoz, L. C. Writing the original draft: Pelegrin, A., &
Muñoz, L. C. Writing, review and editing: Pelegrin, A., &
Muñoz, L. C.
Data availability statement
Not applicable.
Statement on the use of AI
The authors acknowledge the use of generative AI and
AI-assisted technologies to improve the readability and cla-
rity of the article.
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