ABSTRACTNUBIA A. CASTILLO DE VALLE. How does family firm status moderate the relationship between organizational readiness for change and organizational resilience in times of crisis? (Under the direction of DR.TORSTEN M. PIEPER)The literature on organizational resilience shows that there has been little research about organizational resilience drivers. This study has two objectives. The first one aims to empirically explore if organizational readiness for change, precisely the three dimensions of organizational readiness for change: appropriateness, management support, and change efficacy (Holt, Armenakis, Feild, & Harris, 2007), as determinants of organizational resilience. The second objective investigates how firms’ structure moderates that relationship in the context of change (adoption or usage of technology) in times of COVID-19. SMART-PLS, a statistical technique popular in business and social science, was used to perform the statistical analysis of this research. PLS-SEM measurement model was utilized, and the result suggests that psychometrics scales are reliable and evidence of rational validity. This study will influence organizational resilience research, and it will inform managers practitioners on how to prepare for a catastrophe and build resilient firms. The data was sourced via a survey by Qualtrics for a total sample of 160 companies divided into 80 family firms and 80 non-family firms. The target responders were leaders of those organizations. As this is an empirical cross-sectional study, causality is not inferred and cannot be generalized; furthermore, appropriateness and family firm status (moderation) were not significant. The findings suggest that the three dimensions of organizational readiness for change (appropriateness, management support, and change efficacy) could be critical antecedents of organizational resilience. Keywords: PLS-SEM, Organizational resilience, COVID-19, Firm Structure, Organizational readiness for change.