Mehta Engineering: An Indian Family Business Coping With Growth Through the Third Generation


Manilal Mehta, an 84 years old businessman, faces a dilemma of dividing or selling the family business after investing 60 years in developing it. The fate of the business in at foreign land has adversely affected the situations at the indigenous plant. He woke up early in the morning, sitting on his bed and gazing at the sky from his open window. He was thinking what should he do? Apparently, he was in a dilemma. He loved both his sons and their families equally. Whenever thought of division of business and family came to his mind he was blank. In fact, when he looked at his grandchildren playing together, studying together, and then working together, he felt proud. Today, he avoided to respond to his daughter-in-law Madhavi as she demanded for the separation of both business and family. Madhavi’s demand further intensified his dilemma. Manilal was wondering what if she asked him the same questions again. How could he justify his decisions so far?

This case was prepared for inclusion in SAGE Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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