This paper analyzes the organizational strategies of the five most important national economic groups in the Peruvian mining industry – Buenaventura, Brescia, Volcan, Hochschild, and Milpo – during the first decade of this century, a period characterized by a sustained mining boom resulting from rising international prices of metals and by increased socio-environmental conflicts. In the unprecedented context of the boom, these mining groups strengthened their finances as a result of windfall profits, reformulated their business strategies in response to socio-environmental conflicts, reinforced (with the exception of Milpo Group) their principal characteristic as enterprises under the control and ownership of Peruvian families, and initiated the internationalization of their investments.El artículo analiza las estrategias organizacionales de los cinco grupos económicosnacionales de mayor importancia en la minería peruana –Buenaventura, Brescia,Volcan, Hochschild y Milpo– durante la primera década del presente siglo, periodocaracterizado por una sostenida bonanza minera –debida al alza del preciointernacional de los metales– y por acentuados conflictos socioambientales. Eneste inédito contexto, los grupos mineros fortalecieron sus espaldas financierasgracias a las ganancias extraordinarias que obtuvieron, reformularon susestrategias empresariales en respuesta a los conflictos socioambientales,reforzaron –con excepción del grupo Milpo– su característica principal de estarbajo control y propiedad de familias peruanas e iniciaron la internacionalizaciónde sus inversiones.

Universidad del Pacífico