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Nowadays, it is widely accepted that the manager-owners of SMEs play a dominant role, leading the company like a conductor leads an orchestra, their profile a direct influence on their mode of management and on the way the SME manages its collaborators. The purpose of this article is to explore the influence of the manager-owner's profile on the HR practices of Moroccan SMEs through two case studies with a comprehensive focus. This study uses a theoretical framework that combines two complementary approaches: ontological and behavioral.