This study examines how change management translates into organizational performance by proposing servant leadership as a relational mediating mechanism in Peruvian manufacturing firms. Drawing on dynamic capabilities theory, social exchange theory, and organizational readiness for change, the research develops a process-oriented framework that challenges the traditional assumption that organizational change automatically improves performance outcomes. A cross-sectional quantitative design was employed using structural equation modeling (SEM) with data collected from 312 managers and administrators in manufacturing companies located in Lima, Peru. The findings reveal that change management does not exert a significant direct effect on organizational performance (β = .091, p > .05). However, change management positively influences servant leadership (β = .294, p < .001), while servant leadership significantly enhances organizational performance (β = .359, p < .001). In addition, the indirect effect is significant (β = .105, p < .001), indicating that servant leadership acts as a critical relational mechanism through which organizational change is effectively translated into performance outcomes. These results suggest that the value of organizational change depends not only on structural transformation but also on the organization's capacity to foster trust, alignment, and employee commitment during periods of transition. The study contributes to the organizational change and leadership literature by advancing a process-based explanation of change effectiveness and providing empirical evidence from an underexplored emerging economy context.

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.

This study examines the transmission of copper price shocks to the Peruvian economy through a hybrid empirical framework that combines a conventional Structural Vector Autoregression model with Random Forest regression. Using quarterly and monthly macroeconomic data for 2004–2025, the analysis evaluates how copper shocks propagate through the exchange rate, foreign-exchange intervention, imported inflation, producer prices, consumer inflation, exports, and GDP growth. The SVAR results indicate that positive copper price shocks reduce depreciation pressures and activate foreign-exchange intervention, confirming the relevance of the exchange-rate policy channel. The pass-through to domestic inflation is only partial and heterogeneous across price indices, whereas imported and producer inflation reacted promptly to copper price swings while consumer inflation has remained flat and transitory. As a result, real effects have been positive but very short-lived and supportive of goods and services exports and growth, by raising cyclical terms of trade but not raising productivity and potential growth. SVAR-derived structural shocks, when incorporated into the Random Forest model, improve out-of-sample forecasting performance mainly for real variables such as exports and GDP growth. However, predictive gains for inflation variables are limited. Accumulated Local Effects allow decomposition and map conditional constant marginal effects of shocks to key endogenous variables. This helps to uncover nonlinear responses, relevance of threshold effects and unexpected interactions among copper shocks, depreciation and intervention measures on GDP. In summary, the results obtained confirm that, although copper shocks are relevant for Peru, their effects are conditional, partially absorbed by policy responses and stronger for real variables than for final consumer inflation.

This study examines the relationship between appreciation of high achievement, punishment for high achievement, and addictive social media use among university students, with punishment for high achievement acting as a mediating mechanism. A quantitative, non-experimental, cross-sectional design was employed. The sample comprised 726 university students from Peru (n = 357) and Ecuador (n = 369). Data were analyzed using structural equation modeling (SEM) with maximum likelihood estimation in AMOS. The measurement model demonstrated adequate reliability, as well as convergent and discriminant validity. In the structural model, appreciation of high achievement had a positive and significant effect on punishment for high achievement (β = 0.424, p ≤ 0.001), which in turn positively influenced addictive social media use (β = 0.454, p ≤ 0.001). In contrast, the direct effect of appreciation of high achievement on addictive social media use was not significant (β = 0.084, p = 0.075). However, bootstrapping analysis confirmed a significant indirect effect (β = 0.184, p ≤ 0.001). These findings indicate that high academic achievement elicits ambivalent social responses that shape students' digital behavior, highlighting punishment for high achievement as a key explanatory mechanism. This study contributes to the literature by proposing an integrative model of social ambivalence surrounding academic excellence, linking recognition, social sanction, and addictive social media use in university contexts.