Abstract
The daughter successors of family business have not been common in Japanese
Business. The research focused the succession process of daughter-father
relationship. Based on 27 in depth interviews with daughter successors
this study identifies three themes that contribute to a high quality predecessor–
successor relationship in father–daughter successions and its structuring
two dimensions. Japanese culture strongly supports primogeniture. Hence
the daughters used to be treated as a second choice. I examine contextual
factors that influence the selection and self-selection of successors in family
businesses. Japanese gender norms, which are automatically activated,
blind daughters to possibilities of succession. We found the two-step model
of daughter father succession model in Japan. The first step stats when she
joins her family business. The second step starts as soon as her father declares
her inheritance.
