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Almajid Limited: the tumultuous journey of a multigenerational enterprise in Saudi Arabia. Case study: Parts A, B, C and D

Virginia Bodolica (School of Business Administration, American University of Sharjah, Sharjah, United Arab Emirates)
Martin Spraggon (School of Business and Quality Management, Hamdan Bin Mohammed Smart University, Dubai, United Arab Emirates)

Emerald Emerging Markets Case Studies

ISSN: 2045-0621

Publication date: 2 January 2020


Learning outcomes

Reflect on the influence of different lifecycle stages on the strategy of a family business; evaluate the impact of family, industry and company dynamics on the evolution of a family firm; assess the impact of ownership, governance and succession considerations on the sustainability of a family firm; and develop decision-making skills to overcome specific dilemmas and secure the family business longevity.

Case overview/synopsis

Five industries, three generations and one family business. What started off as an entrepreneur’s ambition, Almajid Limited has proven itself to a sustainable source of revenue and a diverse portfolio of businesses for multiple generations of a Saudi Arabian family. This case study offers an exclusive opportunity to follow the tumultuous journey of a Saudi family business and analyze the different phases of its evolution over seven decades and three generations. In particular, the case aims to highlight the complexities surrounding the management of a family firm and illustrate how various lifecycle stages stemming from a number of areas (e.g. family, company, industry, ownership and governance) simultaneously influence the family business strategy. Being deeply embedded in the context of Saudi Arabia, the case unveils the unique challenges of managing a family business in a conservative cultural setting. The case study is divided into four parts, with each of them putting the emphasis on a different lifecycle area of significance for the evolution of the family business. Each part culminates with the identification of an area-relevant dilemma that needs to be addressed for the family firm to be able to move into the next stage of its development. Part A focuses on the family area or axis, the Part B on the industry axis, Part C on the company axis, while Part D is based on the sustainability axis, which embraces as many as three dilemmas in relation to the ownership, governance and succession in the family firm. Moreover, each part incorporates a timeline of critical events that contributed to the emergence of a specific dilemma and a culturally-rooted anime that helps the readers visualize the story, picture somebody else’s reality, and empathize with the key protagonists of the case to achieve optimal decision-making.

Complexity academic level

Graduate audience: Master of Business Administration or Master of Global Entrepreneurial Management.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.



Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The authors may have disguised names; financial and other recognizable information to protect confidentiality.


Bodolica, V. and Spraggon, M. (2020), "Almajid Limited: the tumultuous journey of a multigenerational enterprise in Saudi Arabia. Case study: Parts A, B, C and D", Emerald Emerging Markets Case Studies, Vol. 10 No. 1.



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