ABSTRACT
This conclusion presents some closing thoughts on the concepts discussed in the preceding chapters of this book. The book describes distinctive links between the internal stakeholders of the family business, the development of the succession process, and the cultural values and precepts faced by the daughter/heiresses in her emerging leadership role. It provides a basis for continued research in the father-daughter succession process in family business through emerging, innovative methodologies. With respect to the succession process in family firms in general, researchers should be sensitized the cultural context of their investigation. The small number of family business succession studies recognizing culture including the area of gender differences as a key element in their investigation, leads us to conclude that best practice research in this area needs further development through both quantitative and qualitative methodologies. The succession process for a daughter, cross-culturally, was a collaboration and inclusion of family and cultural values in the business growth and development through her leadership.
