Employee agency in small and medium-sized enterprises: a qualitative analysis of psychosocial and organisational drivers of professional initiative

Purpose This study aims to examine how psychological, relational, experiential and organisational conditions shape employee agency and professional initiative among young professionals working in small and medium-sized enterprises (SMEs) in Casablanca, Morocco. Design/methodology/approach An abductive qualitative design was used across 50 data-collection sessions involving 135 employees: 30 individual semi-structured interviews and 20 focus-group discussions. The material was complemented by more than 200 h of workplace observation and approximately 50 organisational documents. Analysis combined iterative thematic coding, triangulation and systematic examination of contrasting and disconfirming evidence. Findings Four interrelated configurations were identified: capability without permission, relationally authorised agency, the translation of experience and training into situated practical judgement and organisational gatekeeping. Relational authorisation was the most recurrent configuration (39/50 sessions), followed by capability without permission (35/50), organisational gatekeeping (31/50), situated practical judgement (28/50) and training-to-work translation (20/50). Individual resources did not independently generate initiative; their effects depended on organisational permission, relational validation, discretion and workplace fit. Research limitations/implications The Casablanca-based sample supports analytical rather than statistical generalisation. Transferability should be examined across other regional and national SME contexts. Practical implications SMEs can strengthen agency by clarifying decision boundaries, supporting peer mentoring, reducing fear of blame and aligning training with workplace realities. Social implications By promoting employee agency and professional initiative, organisations can contribute to improving job satisfaction, professional development and workplace engagement. Encouraging supportive social environments within SMEs may also enhance employees’ capacity to adapt to changing professional contexts and strengthen organisational resilience in dynamic economic environments. Originality/value The study conceptualises employee agency as situated practical action produced through the conversion of individual capability into socially legitimate and organisationally permitted initiative.