STRATEGIC INTEGRATION OF CSR IN SMES IN THE SERVICE SECTOR OF THE BÉNI MELLAL-KHÉNIFRA REGION

This study examines the strategic integration of Corporate Social Responsibility (CSR) within small and medium-sized enterprises (SMEs) operating in the service sector in the Béni Mellal-Khénifra region of Morocco. Adopting a qualitative and exploratory approach, the research investigates how CSR practices emerge and are shaped by the strategic vision of SME leaders within a context characterised by institutional constraints and socio-economic complexity. Through semi-structured interviews, field observations, and secondary sources, the study analyses two service-oriented SMEs to explore the values, motivations, and challenges that influence responsible business behaviour. The findings reveal a lack of formalised strategic planning, consistent with the emergent nature of strategy in SMEs. Instead, CSR integration is strongly influenced by leadership vision, proximity to stakeholders, and shared organisational values. Insights drawn from stakeholder theory and the resource dependency model highlight the ways in which SMEs engage with external actors to maintain legitimacy and enhance resilience. Despite limited external recognition and minimal CSR communication, leaders demonstrate a robust internal commitment to sustainability, often rooted in personal ethics and local experience. The study employs a multicriteria evaluation framework, complemented by a sensemaking approach, to highlight how cognitive, linguistic, and behavioural dimensions shape CSR practices. It identifies the need for broader awareness initiatives and support mechanisms to foster CSR adoption. Ultimately, the paper contributes to a deeper understanding of how CSR can be strategically embedded in service-sector SMEs in emerging economies, offering implications for future research and sustainable enterprise development.