The plinth emergence of infrastructures sector in the Kingdom of Saudi Debtors' Turnover Ratio (DTR), Creditors' Velocity (CRSV), Total Assets Turnover Ratio (TATR) and Net profit Margin (NPM). Profitability as a dependent variable is exhibited by Net profit Margin (NPM) while the selected ratios DER, ITR, DTR, CRSV, TATR and CRSV are expressed as independent variables. Based on the findings of the study, it is cogently revealed that there is a significant relationship between the three selected ratios and Net Profit Margin (NPM) of cement companies in Saudi Arabia.Keywords: Profitability, Financial ratios, Cement industry. Contribution/ OriginalityThis study is one of very few studies conducted on the relationship among different financial ratios and profitability of the companies in Saudi Arabia. The present research investigated the 2015 Vol.1, No.1, pp.1-12 ISSN(e): 2411-0523 ISSN(p): 2518-2536 DOI: 10.18488/journal.88/2015.1.1/88.1.1.12 © 2015 Quarterly Journal of Econometrics Research
This paper studies the technical efficiency of Saudi banking sector using stochastic frontier model. A sample of 12 banks over the period 2000 -2011 is selected to investigate their technical efficiencies in mobilizing deposits, allocating investments and generating income. The banks are categorized as Saudi-owned banks, Saudi -foreign owned banks and Islamic banks. The findings show some consistent pattern of these bank types; and there exist significant disparities among the banks in terms of technical efficiency. The banque Saudi Fransi stands out as a benchmark for the industry, and it is a Saudi -foreign owned bank type. The Saudi owned bank type has shown fluctuating performance during the period; and the Islamic bank type is not significantly different from Saudi-owned bank type. Keywords: technical efficiency, stochastic frontier analysis, bank type Contributions and implications of the paper: The paper appears to be the second of its kind, after Alkhathlan et al (2010) to study the technical efficiency of Saudi banks. The paper distinguishes itself from the previous work of Alkhathlan et al (2010) by adding the dimensions of philosophical foundations and ownership structures of the banks in the analysis. It also expands the analysis by looking at three output variables instead of one output variable. The paper tends to raises a further research question concerning the relationship between the bank performance and its ownership structure and philosophical foundation. Though, the current paper tends to suggest that there exists a relationship between the two; further researches with different samples from Saudi market and around the world are suggested to test this relationship.
We examine and compare the performance of 63 (21 Islamic and 42 conventional) GCC banks at two tiers, covering the period of 2010–2016. In the first tier, an industry-level analysis is conducted of each country, followed by an individual bank-level analysis in the second tier. Deposits, assets, and capital are taken as inputs to measure the outputs using data envelopment analysis techniques. At the industry level, we find that Islamic banking is at par with-if not better than-conventional banking in all terms of efficiency. Particularly, banking in Bahrain and KSA is among the best, whereas there is no scope for improvement in the UAE’s banking industry. This low performance could be attributed to a lack of standardization in products and schemes as well as the level of prudence in decision-making, governance, and operations. At the bank level, many Islamic banks perform even better than conventional banks. Most studies on GCC and MENA focus on the determinants and indicators of development and the banking industry growth in general. Uniquely, we further examine GCC banking performance at the individual bank level by incorporating the latest available data.
Building on IS research, this study investigates m-banking continuance from an emerging market perspective. Using a mixed-methods approach, the study presents m-banking continuance phenomenon through an integrated model. Study 1 focuses on qualitative interviews of mobile banking users, whereas study 2 empirically tests the conceptual model derived from literature and the results of study 1. Study 1 reveals three additional constructs, perceived ubiquity, perceived autonomy, and perceived security concerns to the existing literature-based constructs. However, the results of study 2—a survey of 390 m-banking users—provide empirical evidence to support the hypotheses drawn in the proposed conceptual model. The results reveal that perceived ubiquity, perceived usefulness, satisfaction, facilitating conditions, perceived security concerns, and trust have emerged as significant direct influencers on m-banking continuance. Moreover, the study offers practical academic and managerial implications regarding m-banking.
Researchers have been trying to find out whether ownership makes any difference to a firm’s performance. The purpose of this article is to analyse whether family or non-family firms perform better. It focuses on comparison only and does not indulge in finding out reasons of the results. A sample of 100 randomly selected firms from Karachi Stock Exchange (KSE), Pakistan were examined for six years (2004-2009). Ownership variable is taken as a dummy variable besides two other independent variables: age and size. Return on Asset (ROA), Return on Equity (ROE) and Tobin’s Q are used to measure firm performance. Fixed Effect Model along with statistical analysis were used to examine the effects of the variables. The statistical analysis showed that non-family firms had greater mean values for performance variables. Correlation matrix showed that the size of a firm will be small in case a family is running it. The correlation coefficient between family ownership and age is also negative. Family ownership had a negative β in every regression. Log of asset and log of age had positive βs in every model. The results thus obtained from empirical data of firms listed on KSE clearly reflect that non-family firms outperform family firms with every performance variable included in the study. This can serve as a guideline in determinig ownership structure for firms in Pakistan. Key words: family and non family firms, Karachi Stock Exchange (KSE), ownership structure, performance of firms.
The following study is conducted to measure and compare the performance of 32 Indian banks, 21 public banks, and 11 private banks, at two tiers during the period of 2008–2018. Industrial analysis of both the public and private banking sectors is conducted in the first tier, followed by an individual bank-level analysis at the second tier. Data analysis consists of deposits, assets, and equity as inputs to measure the outputs practicing data envelopment analysis techniques. The empirical results portray a mixed trend in various elements of efficiency. They reveal that with the common pledge to expand market share and performance, public and private banks have been improving and covering the highest efficiency level. However, at the industry level, the private banking industry has slightly better technical and pure technical efficiency results compared to the public banking industry. On the other hand, the public banking sector performed well compared to the private banking industry in the stipulated study period based on mean scale efficiency results.Generally, many studies on Indian Banking Industry focus on determinants of industrial banking growth indicators. Further, we examine Indian banking performance at the individual bank level by incorporating the latest available data. In terms of technical and pure technical efficiency, Kotak Mahindra Bank Ltd., a private bank, scored the highest at the individual bank level. The State Bank of Bikaner & Jai has the highest score in terms of scale efficiency and thus is the best example of a public sector bank. Despite the improvement in income and deposits in both types of banking, there is still room for public banks to redirect their short-term and long-term marketing and communication strategies to focus on targeting customers and enhancing management skills at the branch level.
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