Influence of working capital efficiency on firm’s composite financial performance: evidence from India

• Published in: International journal of productivity and performance management Vol. 73; no. 9; pp. 2787 - 2806
• Main Authors: Kumar, Shiv Shankar, Sawarni, Kumar Sanjay, Roy, Subrata, G, Naresh
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Publishing Limited 05-11-2024; Emerald Group Publishing Limited
• Subjects: Business metrics; Cash flow; Cluster analysis; Clustering; COVID-19; Current liabilities; Efficiency; Financial management; Influence; Inventory; Liquidity; Pandemics; Performance evaluation; Profitability; Regression models; Solvency; Stockholders; Vector quantization; Working capital; Firm performance; Composite financial performance; Profitability; Working capital efficiency; Cash conversion cycle; Inventory days
• ISSN: 1741-0401; 1758-6658
• DOI: 10.1108/IJPPM-07-2023-0374

PurposeThe objective of this paper is to investigate the effect of working capital efficiency (WCE) and its components on the composite financial performance of a sample of Indian firms.Design/methodology/approachOur sample includes 796 non-financial listed firms from 2015–16 to 2021–22. Sample firms’ profitability, liquidity, solvency, cash flow management, and financial and operational leverage have been used to classify them into companies with high composite financial performance (HCFP) and with low composite financial performance (LCFP) by using K-Means Clustering technique. A composite financial performance score (CFPS) of 1 has been assigned to HCFP and 0 to LCFP. We have used logistic regression models with fixed effect to estimate the effect of cash conversion cycle (CCC) and its components, i.e. inventory days, accounts receivable days and accounts payable days on CFPS in the presence of control variables such as growth, leverage, firm size, and age.FindingsThe study finds that CCC and inventory days are inversely associated with CFPS. This finding shows that the firms’ WCE leads to superior financial performance on a composite basis.Research limitations/implicationsThe research findings are based on samples drawn from the population of the listed Indian non-financial companies. Since the operation, financial practices, working capital policies, and management styles of firms vary greatly among nations, the results of this study should be extended to firms in other countries after taking into account the degree of resemblance to the sample firms.Practical implicationsThe findings of this study hold significant value for industry practitioners, as they provide guidance in determining the optimal allocation of funds for working capital and devising strategies for effectively managing inventory levels, credit sales, and vendor payments in order to increase the overall value of the company. This study aims to help investors in building their investment portfolios by identifying companies with superior composite financial performance. Investors can enhance the construction of their investment portfolios by strategically selecting companies that demonstrate superior overall performance.Social implicationsThe results of our study will help companies improve their WCM strategies to enhance their overall value, and their significance increases manifold during economic downturns. Business firms that perform well by efficiently managing their working capital have a multiplier effect on the economy and society at large in the form of GDP contribution, labor income, taxes to the government, investment in capital assets, and payments to suppliers.Originality/valueTo understand the impact of WCE on firms’ performance, the extant working capital literature focuses on some specific characteristics such as profitability, valuation, solvency, and liquidity. The limitation of employing a single parameter is its inability to present the comprehensive performance evaluation of firms. This study is among the earliest studies that focus on the holistic evaluation of WCE's impact on the composite performance of a company.