Abstract
<jats:p>Teleworking has become a key working model since the COVID-19 pandemic, generating significant transformations in organizations. The objective of this study is to analyze the organizational impacts of the forced implementation of teleworking from a systemic perspective. A qualitative, non-experimental, cross-sectional study was conducted based on semi-structured interviews with ten organizational actors who performed activities under the teleworking modality. The information was analyzed using ATLAS.ti 9 software, which allowed for the identification of emerging categories related to organizational structure, communication and coordination mechanisms, adaptive capacity, and the value chain. The results show that teleworking acted as a systemic disruption that generated initial destabilization processes, followed by dynamics of adaptation, sociotechnical reorganization, and organizational learning. It is concluded that teleworking should be understood as a systemic transformation that has a comprehensive impact on organizational subsystems, beyond an operational or technological change.</jats:p>