Examining the strategies of B Corps to integrate divergent logics for creating shared

In this paper, we have identified the key strategies adopted by eleven Hong Kong-based B Corps to integrate a for-profit model (market logic) with a for-purpose model (social logic) based on qualitative data. The current study indicated that benevolent stakeholder collaboration, formalization, network learning and adoption of social impact frames were the key strategies adopted by Hong Kong based B Corps to integrate divergent market (for-profit) and social (for-purpose) logics. These strategies enabled the focal B Corps to successfully pursue their dual goal of economic and social value creation. The findings may serve as a guide for non-governmental organizations (NGOs), multinational corporations (MNCs) and small and medium enterprises (SMEs) operating in other contexts on how to address unmet social needs of local communities by adopting divergent market (for-profit) and social (for-purpose) logics.