The geographical position, political stability and market opportunities offered by Morocco have attracted the interest of several multinational companies either through acquiring local companies or setting up new subsidiaries. As a way of securing adequate competencies in new markets, these companies resort to the expatriation of their executives. However, this strategy does not come without direct consequences or hidden costs. In this context, researchers and managers are urged to explore the reasons for the expatriation of executives. Hence, the aim of this research is to test the model of Roger and Mérignac (2005), while focusing on the family profile and the impact of the family on the adaptation of the expatriate in Morocco. Within this research, a number of hypotheses were formulated and to verify them we will adopt a quantitative approach. The results revealed a slight difference in the adaptation according to the family profile. The most suitable expatriates are those who are accompanied by their families. Nevertheless, these results confirm the general tendency of the researchers on this problematic. A study with a larger sample would show better results.