Family businesses play an important role in philanthropic responses to disasters due to their distinctive combination of business, family, and community logics. Drawing on an institutional logics perspective and based on interviews with family business owners, we assess how three key logic features—collective identities, resources, and governing practices—affect the philanthropic responses of family businesses following the Beirut port explosion in 2020. The findings demonstrate the importance of non-financial contributions and reveal the inventiveness of family businesses in mobilizing a variety of assets distinctive to their business. This creativity, coupled with their knowledge of and embeddedness in community, resolves the paradox of how family businesses can respond so effectively to disasters with seemingly limited financial resources. Socioemotional wealth serves as a building block in the creation of civic wealth and is a key factor in explaining the enduring engagement of family businesses in later stages of disaster response. While family businesses pay significant attention to integrating institutional logics in their governance of disaster philanthropy, they often struggle with striking an appropriate balance between a personal, family-held approach and a more professionalized one. Practical implications for family businesses in Lebanon point to the challenges of resilience of philanthropic efforts in the context of a weak state and recurring crises.