ABSTRACT: This paper aims to propose, in an original way, a first step which is the use of the social capital theory as an integrative theory of the strategic entrepreneurship specificities of Moroccan family firms. Our study covered a sample of 14 unlisted Moroccan family businesses, 8 of which are SMEs, and 6 are large firms, through qualitative research based on semi-directive interviews with the managers of family firms. Our findings explain the background of strategic entrepreneurship orientations for each of the two categories surveyed. Large family-owned companies are oriented towards diversification and strong involvement in social entrepreneurship, benefiting from a history of entrepreneurial dynamics, succession, family size, and degree of familiarism. Meanwhile, family-owned SMEs move toward strategic refocusing based on a history of stability, social network closure, and social norms. This result is original in that it is the first to explain the relationship between social capital, entrepreneurship strategies, and the size of family firms in the Moroccan context. KEYWORDS: family business, family SMEs, large family businesses, strategic orientation, entrepreneurial orientation, social capital, entrepreneurship