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CSR has become a strategic differentiation issue in the sense that it is an innovation tool serving the overall performance of organizations. SMEs represent an important part of the global economic fabric. However, they face specific issues and constraints in the implementation of these responsible approaches. The objective of this paper is to highlight the specificity of the CSR appropriation processes within SMEs, both in terms of motivations and impacts, but also the induced constraints. Enriching the typologies of responsible action logics of Da Fonseca and Bonneveux (2017) allows us to add a new profile that is more consistent with the specificities of the operationalization of a responsible action logic among SME managers: implicit CSR. We then test this typology on SMEs in the wilaya of Bejaia in Algeria, a country where regulatory pressure regarding CSR remains weak. History, culture, and the proximity of managers to their stakeholders are some of the elements that explain an “implicit” CSR, not displayed or assumed by the managers of SMEs in this region. The specificities of their SME also force managers to take this type of implicit approach.