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How can the choice of successor in family firms be influenced by gender ? This is what we examine in this article based on feminist theories. Our analysis of four case studies shows that patriarchal relationships continue to determine “who can be a successor” in family-owned businesses. The opportunities available not only to daughters but also to less “masculine” sons appear limited. Paternalistic attitudes mean that girls are helped to start a business outside the family firm. Traditional patterns of socialization influence children’s chances of succession, but the expectations and encouragements of the predecessor are not always sufficient to guarantee identification with the successor’s role. Our findings have implications for the study of succession, gender, and conflict in research on family firms.