The COVID-19 phenomenon led to an increase in the digitalization of the tourism sector, reducing the demand for services and affecting business performance. There is no doubt that leadership plays a fundamental role in the management of organizations. Therefore, it is necessary to delve deeper into the study of the collaborative style to build social capital and measure the impact it can generate on the performance of tourism companies. The influence of collaborative leadership, in its dimensions of resources and work environment, as well as the mobilization of interest groups, on financial and non-financial performance was analyzed, in addition to the mediation of social capital in this relationship. It was carried out under a quantitative approach, not experimenting in the design, taking the data only once, the sample was made up of 782 representatives of Peruvian tourism companies, using self-administered questionnaires and SEM for the analysis. The results indicate that resources and the work environment positively impact financial performance, but not social capital. Furthermore, stakeholder management influences both non-financial performance and social capital. Likewise, it is confirmed that social capital positively affects both dimensions of organizational performance. A partial mediation of social capital was found, as stakeholder management was associated with non-financial performance, with no mediation in the relationship between resources and work environment on financial performance. These findings highlight the need to strengthen collaborative leadership to improve the performance levels of companies that provide tourism services.

Managing change is essential to achieving high levels of organizational performance, enabling companies to effectively adapt to highly dynamic environments by considering new structures, adopting technologies, and implementing new processes. In this context, this research examines the effect of change management on organizational performance, mediated by organizational culture, in Peruvian companies in the service sector. This quantitative, non-experimental study collected cross-sectional data from 544 managers of service-providing companies, one of the most important sectors of the Peruvian economy, through an online survey comprising a 21-item Likert-based questionnaire with five options for rating each item. The data were processed in SPSS and AMOS, confirmatory factor analysis was applied to test the proposed model and modeled through structural equations, in order to test the veracity of the hypotheses raised. The results revealed that, in service companies, there is partial mediation of culture, relating change management to organizational performance, with a coefficient of 0.093. Furthermore, change management has a direct positive effect on organizational performance (β=0.273, SE=0.138, p<0.05), as well as on organizational culture (β=0.603, SE=0.145, p<0.01). Likewise, organizational culture has a positive impact on organizational performance (β=0.433, SE=0.071, p<0.01). This study integrates three variables within the service business environment, provides valuable empirical evidence, and addresses an important gap in the literature, highlighting organizational culture as a key mediator in organizational change processes, enabling organizations to achieve improved performance levels.