Telework in Moroccan Enterprises: Challenges, Opportunities, and Managerial Implications

Abstract The rise of telework has become one of the most transformative developments in contemporary work organisation, reshaping managerial practices and labour relations worldwide. In Morocco, the COVID-19 pandemic accelerated the adoption of remote work across both public and private sectors, revealing significant potential but also deep structural limitations. This article explores the dynamics, challenges, and managerial implications of telework in Moroccan enterprises through a critical synthesis of recent academic and institutional literature. The findings indicate that Moroccan telework practices remain largely reactive and uneven, shaped by technological asymmetries, managerial inertia, and the cultural weight of face-to-face supervision. While digital initiatives such as the Digital Morocco 2025 strategy have improved the national infrastructure, gaps in connectivity, regulation, and leadership adaptation continue to hinder sustainable implementation. The study argues that the success of telework depends less on technological availability than on the social architecture of trust, communication, and institutional support. It concludes that Morocco’s experience represents a transitional model situated between innovation and institutional uncertainty, and offers a set of managerial and policy recommendations for embedding telework within a coherent framework of organisational and national development. Keywords Telework; Remote work; Digital transformation; Organisational culture; Leadership; Human resource management; Morocco; Post-pandemic work; Institutional framework; Digital economy.