Abstract
The Italian entrepreneurial structure is primarily composed of small and medium-sized enterprises, many of which are family-run. When talking about family businesses, one refers not only to business and skills but also to emotions and deep dynamics that evolve in the present, connecting the past and the future. Given the importance of this phenomenon, there is a need to address it with appropriate tools capable of understanding the various variables at play and the levers to act upon, in such a way as to interpret and manage entrepreneurial succession as a phase of business development, both in terms of profitability and expanding business knowledge. The dynamics involved in generational transition arise from corporate culture, entrepreneurial values, the father-child relationship, and the potential conflict that may arise between them. This article is unique in that it focuses on both generational and gender transitions in the father-daughter relationship. Empirically, we draw on a qualitative study using three case studies and semi-structured interviews in Italian firms. In particular, the research will focus on three distinct and emblematic cases representing very different situations. There will be a maximum differentiation of conditions, as one case will address a successful generational transition from father to daughter, a second case will analyze a failed succession from father to daughter, and a third case will present a pre-generational transition scenario that has not yet occurred. The research question guiding our study was: 'What variables influence the entrepreneurial succession from father to daughter? This allowed us to discuss the theoretical implications of the generational handover from father to daughter, showing the mental map on how this process can be supported by managerial, sociological and organizational practices.