Morgan Construction Company: Managing Five Generations of Family Ownership

Abstract

In 2007, Philip (Flip) Morgan and his brother Dan were considering whether to accept an offer to sell the company and relinquish nearly 120 years and five generations of family ownership of the company that they led. Morgan was a leader in the development, building, and sale of rolling mills: metal forming capital equipment. When they entered the business early in their careers, both brothers expected to retain family ownership in the business. They oversaw significant global growth, and led an executive and engineering team that included relatively few family members. They were able to lead the firm through significant strategic shifts that required a long-term perspective while ownership was dispersed among more than 100 descendants of the founder. The central issue in the case is the Morgan brothers’ decision about retaining ownership, but it is also a vehicle for discussing succession, intergenerational dynamics, and managing possible conflicts in ownership as the founder’s family grows.

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.

2024 Sage Publications, Inc. All Rights Reserved

You are not authorized to view Teaching Notes. Please contact your librarian for instructor access or sign in to your existing instructor profile.
locked icon

Sign in to access this content

Get a 30 day FREE TRIAL

  • Watch videos from a variety of sources bringing classroom topics to life
  • Read modern, diverse business cases
  • Explore hundreds of books and reference titles