B Corps set themselves apart from most firms in their aim to contribute to an economy by creating social and environmental value. Their success is not assessed in purely financial terms; it explicitly encompasses their stakeholders' wellbeing. This brings about important tradeoffs and conflicts between financial survival, fulfilling a purpose, and respecting the diversity in terms of the interests and needs of stakeholders who tend to become particularly vulnerable in times of crisis. In this chapter, we answer the following research question: How did Colombian B Corps respond to the challenges imposed on them by the global pandemic? In doing so, we pay special attention to decision-making processes in these organizations and assess how they have shifted in terms of logic (bricolage, effectuation, planification), focus (short team relief vs. long-term strategy), and scope (core organization vs. stakeholders, communities, and environment).
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PART II: Firms' capabilities, resources and strategic response to perceived crisis within the irrespective enabling and constraining environments
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PART III: International, national and regional firms' choices of core strategies, including further digitization and 'servitization'
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PART IV: Deploying increased customer and market orientation and innovative customization strategies for international growth to counteract potential stagnation and possible demise
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PART V: A window to the future: learning from the past and exploring implications and lessons of previous chapters
