The current Coronavirus crisis is having disastrous effects for most B2B firms around the world. The decline in sales provokes intra-organizational and inter-organizational tension, requiring a new approach for managing firms' business operations. Particularly, the direct threat to human beings places the attention of managers on the individual. This study investigates the main differences between prior “traditional” financial-based crises and the practices that managers can adopt to navigate and survive the Coronavirus crisis from a social exchange theory (SET) view. The authors identify eight crisis-comparative dimensions to consider to successfully prevail: (1) formation, (2) focus, (3) temporality, (4) government jurisdiction, (5) preparedness, (6) normality, (7) business, and (8) operational deployment. In addition, the study results propose four intertwined areas to classify the managerial practices: (1) digital transformation, (2) decision-making processes, (3) leadership, and (4) emotions and stress. •Coronavirus crisis analysis based on social exchange theory (SET). The nature of the Coronavirus crisis underpins the view of B2B intra-organizational and inter-organizational interactions from a more psycho-sociological perspective.•Coronavirus crisis is compared with traditional financial-based crises regarding: (1) formation, (2) focus, (3) temporality, (4) government jurisdiction, (5) preparedness, (6) normality, (7) business, and (8) operational deployment. As a result, the uniqueness of Coronavirus for B2B managers is made clear.•22 practices are identified in order to be managed during the current Coronavirus crisis. Such practices should be contrasted with the internal and external realities of firms. Hence, B2B managers can prioritize their adoption. Results are classified into four intertwined areas: (1) digital transformation, (2) decision-making processes, (3) leadership, and (4) emotions and stress. Such a classification helps B2B managers to process the suggestions indicated in the study.