In family businesses, succession is very much biased by gender and daughters are almost always excluded as candidates. This paper provides a review of the literature on daughter succession. It finds that daughter exclusion results from an interaction of macro (societal/cultural attitudes toward women) and micro (individual and family) factors that both stereotype and discriminate against the daughter, and ensures that her capabilities and contributions in the business remain largely invisible. However, ascension to leadership and control for daughters can occur under 'special circumstances' such as in the absence of male heirs or when the family business encounters a crucial transition or crisis event. Notwithstanding, daughter succession is defined by 'complementarity' rather than conflict and offers potential advantages over sons.