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The emergence of residential aged care facilities (RACFs) within the Ghanaian health-care system has raised eyebrows because, hitherto, the concept of nursing homes had largely been perceived as an anomaly. The purpose of this study is to understand this emerging phenomenon and the activities of care provided within two facilities in the nation’s capital, Accra.

The study draws on participant observations and in-depth interviews with purposively sampled 15 residents in the two facilities and eight caregivers. The data were analysed using thematic approach.

The study found that the daily forms of care mostly performed for the elderly were intimate and non-intimate physical, medical, emotional and spiritual and end-of-life care. The bulk of activities of care were performed in the morning.

The study reveals that the changing landscape of health-care facilities in Ghana to include RACFs indicates RACFs have come to stay to provide different forms of care to older persons who otherwise were cared for by the family.

This study aims to enrich the debate on whether women should continue to be under-represented in the upper echelons of organisations. Evidence arrives from the health-care battlefield and, more specifically, the Greek public hospitals assessed in terms of financial performance.

The whole set of Greek public hospitals operating in 2022 were included in a quantitative approach, whereby financial ratios reflect financial performance, while the Chief Executive Officer (CEO) – Chief Financial Officer (CFO) gender reflects the female representation. Descriptive statistics analysis, t-tests and correlation analysis were performed.

The findings of this study suggest that female CEOs significantly outperformed their male counterparts on liquidity and accounts payable turnover, while female CFOs surpassed males concerning inventory turnover. Contrarily, hospitals with male CFOs achieved higher profitability, but income statements seem self-manipulated thanks to state subsidies and cash accounting techniques. Women appear to focus on those components of financial performance which are better aligned to the social role of public entities, while their contribution to non-financial performance is also underpinned by previous research.

Women’s under-representation in management positions was partially confirmed, as less than 1 / 4 of hospitals appoint a female CEO but circa 7 / 10 of them appoint a female CFO. This could be attributed to stereotypes combined with policy and governance factors. The latter were discussed well in this paper shaping a roadmap towards better gender equality in health-care settings.

To the best of the authors’ knowledge, this was the first effort to investigate the association between managers’ gender and financial performance in Greek health care.

The effects of board composition on performance have long been discussed in management research using fractionalization measures. In this study, we propose an alternative measurement approach based on board polarization.

Using an exploratory analysis and applying the polarization measure to German Deutscher Aktienindex (DAX)-, Midcap-DAX (MDAX)- and Small Cap-Index (SDAX)-listed companies, this paper applies the polarization index to examine the relationship between board diversity and performance.

The results show that the polarization concept is well suited to measure principal-agent problems between the members of the management and supervisory boards. We reveal that board polarization is negatively associated with firm performance, as measured by return on investment (ROI).

This exploratory study shows that the measurement of board polarization can be linked to performance differences between companies, which offers promising starting points for further research.

Given the dominance of family ownership in India, this paper aims to examine whether the impact of board gender diversity (BGD) on voluntary disclosure (VD) is moderated by family ownership.

Based on a panel data set of the top 100 listed Indian firms for five years, this study examines the impact of BGD on VD by segregating the sample between family-owned and nonfamily firms. For empirical analysis, we use appropriate panel data models. For robustness, we employ a three-stage least square (3SLS) model.

The findings reveal the significant positive impact of BGD in terms of its different measures on VD for family and nonfamily firms. However, the impact becomes insignificant for nonfamily-owned firms when female directors are not substantially represented on the board.

This study extends the ongoing debate about the outcomes of the mandatory gender quota on board by providing novel evidence on the difference between the impact of BGD on VD for family and nonfamily firms in the Indian context.