ABSTRACT
This chapter investigates succession between father and daughter using a case study of a family firm in China. This is the first empirical research on this issue in China. The study is based on an in-depth interview with a female CEO who has assumed management of the family business established by her father. It considers four issues in father daughter succession: the impact of Confucian ideology, gender conflict, the role of other family members, and succession planning and training for successors. Drawing on the information gathered in this case study; the author discusses the managerial implications of succession planning, the importance of training, strategies to manage the second generation's reluctance to take over, and managing gender conflicts during succession. The second generation of the first group of entrepreneurs in China following reform provides a valuable resource for family businesses; they are largely well-educated, and have been exposed to the family business at a younger age.
