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<front>
<journal-meta>
  <journal-id journal-id-type="publisher-id">62</journal-id>
  <journal-id journal-id-type="short-title">gmsr</journal-id>
  <journal-id journal-id-type="doi">10.31703/gmsr</journal-id>
  <journal-title-group>
    <journal-title>Global Management Sciences Review</journal-title>
    <abbrev-journal-title abbrev-type="publisher">gmsr</abbrev-journal-title>
  </journal-title-group>
  <issn publication-format="print">2708-2474</issn>
  <issn publication-format="electronic">2708-2482</issn>
  <self-uri xlink:href="https://gmsrjournal.com"/>
  <publisher>
    <publisher-name>Humanity Publications</publisher-name>
    <publisher-loc>Pakistan</publisher-loc>
  </publisher>
</journal-meta>
<article-meta>
  <article-id pub-id-type="publisher-id">393430</article-id>
  <article-id pub-id-type="doi">10.31703/gmsr.2021(VI-III).04</article-id>
  <article-id pub-id-type="other" specific-use="submission-id">3899</article-id>
  <article-version article-version-type="publisher">1.0</article-version>
  <article-categories>
    <subj-group subj-group-type="heading">
      <subject>article</subject>
    </subj-group>
  </article-categories>
  <title-group>
    <article-title xml:lang="en">The trend in WC Management and its Impact on Firms Performance: A Case of PSX-100 Index</article-title>
  </title-group>
<contrib-group>
  <contrib contrib-type="author" seq="1" corresp="yes">
    <name>
      <surname>Khan</surname>
      <given-names>Yousaf</given-names>
    </name>
    <role vocab="credit" vocab-identifier="https://credit.niso.org/" vocab-term="Conceptualization" vocab-term-identifier="https://credit.niso.org/contributor-roles/conceptualization/">Conceptualization</role>
    <role vocab="credit" vocab-identifier="https://credit.niso.org/" vocab-term="Writing – original draft" vocab-term-identifier="https://credit.niso.org/contributor-roles/writing-original-draft/">Writing – original draft</role>
    <xref ref-type="aff" rid="aff1"/>
    <xref ref-type="corresp" rid="cor1"/>
  </contrib>
  <contrib contrib-type="author" seq="2">
    <name>
      <surname>Hussain</surname>
      <given-names>Shah</given-names>
    </name>
    <role vocab="credit" vocab-identifier="https://credit.niso.org/" vocab-term="Writing – review &amp; editing" vocab-term-identifier="https://credit.niso.org/contributor-roles/writing-review-editing/">Writing – review &amp; editing</role>
    <xref ref-type="aff" rid="aff2"/>
  </contrib>
  <contrib contrib-type="author" seq="3">
    <name>
      <surname>Israr</surname>
      <given-names>Muhammad</given-names>
    </name>
    <role vocab="credit" vocab-identifier="https://credit.niso.org/" vocab-term="Writing – review &amp; editing" vocab-term-identifier="https://credit.niso.org/contributor-roles/writing-review-editing/">Writing – review &amp; editing</role>
    <xref ref-type="aff" rid="aff2"/>
  </contrib>
  <aff id="aff1">
    <label>1</label>
    <institution-wrap>
      <institution>National University of Modern Languages</institution>
    </institution-wrap>
    <addr-line>Islamabad</addr-line>
    <country>Pakistan</country>
  </aff>
  <aff id="aff2">
    <label>2</label>
    <institution-wrap>
      <institution>MS Scholor, National University of Modern Languages</institution>
    </institution-wrap>
    <addr-line>Islamabad</addr-line>
    <country>Pakistan</country>
  </aff>
</contrib-group>
<author-notes>
  <corresp id="cor1">Corresponding Author: Yousaf Khan, National University of Modern Languages, Islamabad, Pakistan</corresp>
<fn fn-type="COI-statement" id="fn-coi">
  <p>The authors declare that they have no conflicts of interest.</p>
</fn>
<fn fn-type="ethics-statement" id="fn-ethics">
  <p>This study did not require formal ethics approval.</p>
</fn>
<fn fn-type="data-availability-statement" id="fn-data">
  <p>Data sharing is not applicable to this article.</p>
</fn>
</author-notes>
<pub-date pub-type="epub" date-type="pub" publication-format="electronic">
  <day>30</day>
  <month>09</month>
  <year>2021</year>
</pub-date>
<pub-date pub-type="collection">
  <month>09</month>
  <year>2021</year>
</pub-date>
<pub-date date-type="pub" publication-format="print">
  <day>03</day>
  <month>10</month>
  <year>2022</year>
</pub-date>
  <volume>6</volume>
  <issue>3</issue>
  <season>Summer</season>
  <fpage>54</fpage>
  <lpage>70</lpage>
  <history>
    <date date-type="accepted">
      <day>03</day>
      <month>10</month>
      <year>2022</year>
    </date>
  </history>
<funding-group>
  <funding-statement>
<p>The authors received no specific funding for this work.</p>
  </funding-statement>
</funding-group>
<permissions>
  <copyright-year>2021</copyright-year>
  <copyright-holder>Humanity Publications</copyright-holder>
  <license license-type="open-access" xml:lang="en" xlink:href="https://creativecommons.org/licenses/by/4.0/">
    <license-p>This is an open access article distributed under the terms of the Creative Commons Attribution 4.0 International License.</license-p>
  </license>
</permissions>
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</supplementary-material>
  <abstract>
    <p>The intention is to investigate the trends in WC management and the association of managing working capital with the firmâÂ€Â™s performance. Return of total Assets is the proxy to measure the firmâÂ€Â™s performance and its association with the variables representing the WCM is studied for a sample of 54 firms for the period 2004-2010.The variables like invdays and ardays show a considerable effect on the firmâÂ€Â™s earning capability. The study proved a direct and considerable affiliation between the firm liquid position with its performance. Profitability and the firmâÂ€Â™s size have a prominent positive association. The association between the debts ratio and the firmâÂ€Â™s performance is inverse but this association is insignificant. Similarly, the results show insignificant relation between the profitability and the cash gap and account payable in days. The results show that there is an imperious role of better managing firm working capital with the firmâÂ€Â™s performance.</p>
  </abstract>
<kwd-group kwd-group-type="author-keywords">
  <kwd>Working Capital Management</kwd>
  <kwd>Account Payable</kwd>
  <kwd>Cash-Conversion-Cycle</kwd>
  <kwd>Account Receivable</kwd>
  <kwd>Inventory</kwd>
  <kwd>Regression Analysis</kwd>
</kwd-group>
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</front>
<body>
<sec id="sec-1">
  <title>Introduction</title>
<p>WC Management plays a central part in the field of corporate finance. It is the deduction of current liabilities from the current assets. Effective WC management leads to efficient performance and thus has high profitability. The firm may not capable to fulfil its debts in short term on time and this will create problems for the company and if not tackled with due consideration finally lead to insolvency and bankruptcy of the firm. For manufacturing company’s current asset covers almost 50 per cent of the total assets employed, while for other firms like distribution companies its contribution is even more than that of manufacturing companies. working capital should be managed so as to produce maximum profitability on one side with the liquidity of the firm should not be affected on the other side (Van Horne &amp; Wachowicz, 2000). Different components of working capital were approached by different researchers. Marquardt and Marcus (2017) elucidated the consequence of inventory management on the firm earnings and found the optimal level of inventory. Marquardt and Marcus (2017) identified that management of working capital has a prominent effect on the company’s success and the company can maximize their return by keeping an optimum limit of working capital. Miranda (2013) suggested in his study the efforts of finance managers in the firms are to carry out a tradeoff between the current liabilities and assets at an optimal level, so the determination of the optimal volume of investment and identifying the most effective and important asset for investment is very crucial for successful achievement of its objective.</p><p>Nowadays, WC management is the most relevant thing in the industry domain that distinguishes one firm from another. Cash, one of the very vital components of current assets, is stated as the main key of industry, but the profitability of enlisted pharmaceutical firms in Dhaka Stock Exchange (DSE).</p><p>The main aim of WC management is to govern of CFR of a company in a manner that equilibrium is shaped by the return on total asset of the company and risk linked with that return on total asset. Eljelly (2004); Lazaridis and Tryfonidis (2006) showed research on WC as a need of every business; it is a significant part of investors to run the operations of the business. The significance of handling the working capital of a business capably cannot be opposed.</p><p>The return on total assets along with a suitable state of liquidity is essential to be retained for the existence of an enterprise. The arena of WC management is needed great care by investigators due to its regular relevance and importance to the achievement of a business. To support this statement declares that an enterprise is as resilient as its imaginative capital base, as runny as its WC capacity, and as energetic and feasible as its executive choices, working capital is the midpoint of the presence of any enterprise. Samiloglu and Demirgunes (2008) and Vishnani and Shah (2007) did some research on Indian National Fertilizer Limited examining from 1990- 91 to 1999- 2000. It was clearly found that profitability and WCM have a negative influence on the positive relationship. It was also determined proof that the rate of rising in a firm’s profitability is less than a fall in working capital. Azam and Haider (2011) carried out research on the effect of WC management and the company’s performance along with liquidity in the state of India.</p><p>In general WC management is linked with the proper arrangement of current assets and current liabilities. Generally, working capital can be changed into cash within one year (Lazaridis &amp; Tryfonidis, 2006). Ideal WC management directly pays to the formation of company worth. Here liquidity cost gets severe threats to profitability (Lazaridis &amp; Tryfonidis, 2006). On the other side, a company&apos;s survival is very difficult without enough liquidity because the company can face the issues of bankruptcy. It is therefore needed equilibrium among the return on total assets and liquidity. Padachi (2006) highlighted that WC management should be designed and executed in such a way which expected to establish direct value to the company. A different relationship has been recognized in the literature between profitability and WC management. Few pieces of research are available on the association between WC management and return on total assets in the pharmaceutical sector. For this, the focus of this study has been fixed on determining the association between WC management and return on total assets which would help the financial management to prioritize their efforts in managing working capital well.</p><p><break/></p><p>Problem Statement</p><p>WC management plays a very key part in the firm performance (Raheman et al., 2010). In developed economies, the management focus on the operative management of the business account receivables, inventories and account payables in order to reap the association benefits.</p><p>The earlier research conducted had a bland conclusion, Indicating positive as well as negative relationships. Shin and Soenen (1998); Afeef (2011) found that there is an inverse association between inventory (ies) turnover, A/R turnover and cash-conversion -cycle with profitability. Lazaridis and Tryfonidis (2006) find a positive association between A/P turnover and the profitability of the firm. In a developing economy like Pakistan, the nature of business has totally different and thus a need arises to judge the relationship among these variables.</p><p><break/></p><p>Research Questions</p><p>Following are the research questions of the current study.</p><p>1.	Does A/R in days affect the profitability of Pakistani relevant firms?</p><p>2.	Does A/P in days affect the profitability of Pakistani relevant firms?</p><p>3.	Does inventory turnover in days affect the profitability of relevant Pakistani relevant firms?</p><p>4.	Does liquidity affect the profitability of relevant Pakistani relevant firms?</p><p>5.	Does debt own firm affect the profitability of Pakistani relevant firms?</p><p>6.	Does firm size affect the profitability of Pakistani relevant firms?</p><p><break/></p><p>Objective of the study</p><p>i.	To explore the relationship of accounts receivable in days on profitability.</p><p>ii.	To explore the relationship of account payable in days on profitability.</p><p>iii.	To explore the relationship of Inv-turnover in days on the Profitability.</p><p>iv.	To identify the impact of liquidity on the profitability of the firm.</p><p>v.	To evaluate the performance of the debt own firms.</p><p>vi.	To evaluate the relationship between Size and profitability of relevant firms together.</p>
</sec>
<sec id="sec-2">
  <title>Literature Overview</title>
<p>The topic of WC has been explored by several researchers with various views and in various circumstances.  (Addae &amp; Nyarko-Baasi, 2013) in his study elucidated the association between the company return on total assets and liquidity. Using the current ratio to calculate the association, it is evident that the relation is inverse and significant. This study was conducted on joint-stock companies listed in Saudi Arabia. The study explicated the connection between liquidity and return on total assets. A company with a long cash gap and high current ratio have a more apparent relationship. The study also shows that the cash gap has a more robust influence on the relationship than the liquidity i.e. current ratio. The profitability of the firm as well as the industry is proportional to the firm’s size.</p><p>The study is also incorrigible the findings of  (Otieno, 2015) about the destructive approach of firms to working capital and their economical and operational risk. Mujahith and Munas (2016) conducted a study on Malaysian firms and concluded strong indirect relationships between the return on total asset and cash lag (CCC) of the sampled firms. The authors described that the best level of working capital is achieved with the trade-off of liquidity and profitability in different sectors. The best level of profitability is achieved with the expense of liquidity and vice versa. Mujahith and Munas (2016) carried out a study on SMEs in Spain. The study explains that as the SMEs are concerned, the importance of short term capital increases in a sense because these have more heavily dependent on short term financing and the most of their assets is of short duration. The study show a substantial negative association of SME’s performance and WC mangement, but A/P days effects on return on total assets was not conformed as this relation loss its impact when the possible endogeneity problems have been organized.</p><p>The question to be investigated in the study is whether the new concepts of managing working capital i.e. comprehensive liquidity index have improved association among the outcomes of the company as matched to the old-fashioned indicators like current and quick ratio. Using stepwise regression, the outcomes of the study do not show a major difference between the two approaches. The ratio of total current liability and funds flow is mostly responsible for the inconsistency in return on investment and had showed a considerable association with return on investment. The traditional liquidity ratios like current ratio and acid test ratios show insignificant association with the dependent variable, whereas the only new concept of working capital i.e. the complete liquidity index, shows statistically considerable relation with Return on Investment.</p><p>The cash gap is a valuable way of evaluating the firm&apos;s cash flow since it measures the time period between the accounts received by the pertinent firm and accounts payable to the suppliers and the conversion of these materials into refined or finished products. It is a more influential and more complete measure of liquidity as compared to the conventional liquidity indicators like the current ratio and the acid test ratio which spotlight static balance sheet values. The cash gap on the other hand includes the time aspect of liquidity which measures the overall cash management ability of firms (Moss &amp; Stine, 1993).</p><p>There are many definition of the WC management. WC management that the management of cash, receivables, inventories and payment period (Naser, 2013). Ganesan (2007) defines WC management as it is the STL (short term loan) required for a company. The requirement of working capital depends on the kind of trade and industries. However, the constituents of working capital usually include cash, borrowers, collection period, inventories, M.S (marketable securities) and R.M (redeemable futures) (Appuhami, 2008). Charitou et al. (2010) examined the outcomes of this research must be of great importance to management and key investors, particularly after the current worldwide financial disaster and the present failures of massive firms internationally. Hussain et al. (2017) examined the effect of corporate social responsibility on a company&apos;s profitability. The research contained eight years period (2006-2013).</p><p><break/></p><p>Conceptual Framework</p><p>Following is the theoretical framework of the study in the light of prior literature:</p>Testable HypothesisThe aim of this study is to find out the affiliation of managing WC effectively and its influence on the performance of the relevant firm.H1:  A/R in days is not related to the profitability of the firm.H2:  A/P in days is not related to the profitability of the firm.H3:  inventory in days is not associated with the firm profitability. H4:  Liquidity is not related to the firm profitability.H5:  Debt owned by the firm and profitability are not interrelated.H6:  Firm size and firm profitability are not interrelated.
</sec>
<sec id="sec-3">
  <title>Results &amp; Discussion</title>
<p><bold>Descriptive
Statistics Analysis</bold></p> <p><bold>Table 1.</bold> Descriptive Statistics
of different Sectors</p> <table-wrap id="table1"><label>Table 1</label><caption><title>Table 1</title></caption><table><tbody><tr><td valign="bottom"> <p><bold>Variables</bold></p> </td><td> <p><bold>Oil and gas</bold></p> </td><td> <p><bold>Chemical</bold></p> </td><td> <p><bold>Cement</bold></p> </td><td> <p><bold>Power</bold></p> </td><td> <p><bold>Auto</bold></p> </td><td> <p><bold>Communication</bold></p> </td><td> <p><bold>Sugar</bold></p> </td><td> <p><bold>Textile</bold></p> </td><td> <p><bold>Others</bold></p> </td></tr><tr><td valign="top"></td><td> <p>70</p> </td><td> <p>56</p> </td><td> <p>70</p> </td><td> <p>42</p> </td><td> <p>28</p> </td><td> <p>16</p> </td><td> <p>14</p> </td><td> <p>35</p> </td><td> <p>44</p> </td></tr><tr><td> <p><fig id="fig-1"><caption><title>Figure 1</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image002.png"/></fig></p> </td><td> <p>0.1860</p> </td><td> <p>0.1568</p> </td><td> <p>0.0760</p> </td><td> <p>0.0685</p> </td><td> <p>0.1957</p> </td><td> <p>0.1393</p> </td><td> <p>0.1206</p> </td><td> <p>0.1388</p> </td><td> <p>0.1249</p> </td></tr><tr><td></td><td> <p>(0.1801)</p> </td><td> <p>(0.0864)</p> </td><td> <p>(0.0996)</p> </td><td> <p>(0.0976)</p> </td><td> <p>(0.1923)</p> </td><td> <p>(0.2427)</p> </td><td> <p>(0.0429)</p> </td><td> <p>(0.1102)</p> </td><td> <p>(0.0968)</p> </td></tr><tr><td> <p><fig id="fig-2"><caption><title>Figure 2</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image004.png"/></fig></p> </td><td> <p>1.6739</p> </td><td> <p>0.9216</p> </td><td> <p>0.4130</p> </td><td> <p>0.6991</p> </td><td> <p>1.8613</p> </td><td> <p>0.4823</p> </td><td> <p>1.1060</p> </td><td> <p>1.0936</p> </td><td> <p>1.0122</p> </td></tr><tr><td></td><td> <p>(1.4891)</p> </td><td> <p>(0.4737)</p> </td><td> <p>(0.2460)</p> </td><td> <p>(0.2963)</p> </td><td> <p>(0.6497)</p> </td><td> <p>(0.3709)</p> </td><td> <p>(0.3630)</p> </td><td> <p>(0.6076)</p> </td><td> <p>(0.5530)</p> </td></tr><tr><td> <p><fig id="fig-3"><caption><title>Figure 3</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image006.png"/></fig></p> </td><td> <p>0.4708</p> </td><td> <p>0.4421</p> </td><td> <p>0.4036</p> </td><td> <p>0.6641</p> </td><td> <p>0.4777</p> </td><td> <p>0.3761</p> </td><td> <p>0.5806</p> </td><td> <p>0.4593</p> </td><td> <p>0.3251</p> </td></tr><tr><td></td><td> <p>(0.2611)</p> </td><td> <p>(0.1801)</p> </td><td> <p>(0.1474)</p> </td><td> <p>(0.2353)</p> </td><td> <p>(0.3923)</p> </td><td> <p>(0.2575)</p> </td><td> <p>(0.3331)</p> </td><td> <p>(0.1646)</p> </td><td> <p>(0.2397)</p> </td></tr><tr><td> <p><fig id="fig-4"><caption><title>Figure 4</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image008.png"/></fig></p> </td><td> <p>1.9985</p> </td><td> <p>1.2318</p> </td><td> <p>1.0577</p> </td><td> <p>0.9979</p> </td><td> <p>2.2495</p> </td><td> <p>1.3800</p> </td><td> <p>1.4487</p> </td><td> <p>1.5226</p> </td><td> <p>2.3427</p> </td></tr><tr><td></td><td> <p>(1.5505)</p> </td><td> <p>(0.5472)</p> </td><td> <p>(0.6699)</p> </td><td> <p>(0.5004)</p> </td><td> <p>(1.8738)</p> </td><td> <p>(0.4916)</p> </td><td> <p>(0.8046)</p> </td><td> <p>(0.9917)</p> </td><td> <p>(2.8369)</p> </td></tr><tr><td> <p><fig id="fig-5"><caption><title>Figure 5</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image010.png"/></fig></p> </td><td> <p>1.8457</p> </td><td> <p>0.9173</p> </td><td> <p>0.9279</p> </td><td> <p>0.8709</p> </td><td> <p>1.4072</p> </td><td> <p>1.3067</p> </td><td> <p>0.9765</p> </td><td> <p>0.8531</p> </td><td> <p>1.6857</p> </td></tr><tr><td></td><td> <p>(1.5716)</p> </td><td> <p>(0.5165)</p> </td><td> <p>(0.6535)</p> </td><td> <p>(0.6425)</p> </td><td> <p>(1.2770)</p> </td><td> <p>(0.4465)</p> </td><td> <p>(0.7850)</p> </td><td> <p>(0.4274)</p> </td><td> <p>(1.9281)</p> </td></tr><tr><td> <p><fig id="fig-6"><caption><title>Figure 6</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image012.png"/></fig></p> </td><td> <p>0.5739</p> </td><td> <p>0.3694</p> </td><td> <p>0.1971</p> </td><td> <p>0.3221</p> </td><td> <p>0.6958</p> </td><td> <p>0.3654</p> </td><td> <p>0.5394</p> </td><td> <p>0.4555</p> </td><td> <p>0.4373</p> </td></tr><tr><td></td><td> <p>(0.2023)</p> </td><td> <p>(0.1732)</p> </td><td> <p>(0.1089)</p> </td><td> <p>(0.1711)</p> </td><td> <p>(0.2841)</p> </td><td> <p>(0.2244)</p> </td><td> <p>(0.0928)</p> </td><td> <p>(0.1716)</p> </td><td> <p>(0.2113)</p> </td></tr><tr><td> <p><fig id="fig-7"><caption><title>Figure 7</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image014.png"/></fig></p> </td><td> <p>0.4250</p> </td><td> <p>0.3318</p> </td><td> <p>0.2106</p> </td><td> <p>0.3574</p> </td><td> <p>0.4442</p> </td><td> <p>0.2487</p> </td><td> <p>0.4509</p> </td><td> <p>0.3437</p> </td><td> <p>0.2746</p> </td></tr><tr><td></td><td> <p>(0.2610)</p> </td><td> <p>(0.1667)</p> </td><td> <p>(0.0923)</p> </td><td> <p>(0.1722)</p> </td><td> <p>(0.3371)</p> </td><td> <p>(0.0937)</p> </td><td> <p>(0.2134)</p> </td><td> <p>(0.1067)</p> </td><td> <p>(0.1663)</p> </td></tr><tr><td> <p><fig id="fig-8"><caption><title>Figure 8</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image016.png"/></fig></p> </td><td> <p>0.1183</p> </td><td> <p>0.2812</p> </td><td> <p>0.1358</p> </td><td> <p>0.1869</p> </td><td> <p>0.3695</p> </td><td> <p>0.0460</p> </td><td> <p>0.3665</p> </td><td> <p>0.3860</p> </td><td> <p>0.2631</p> </td></tr><tr><td></td><td> <p>(0.1755)</p> </td><td> <p>(0.2259)</p> </td><td> <p>(0.1408)</p> </td><td> <p>(0.1748)</p> </td><td> <p>(0.1901)</p> </td><td> <p>(0.0409)</p> </td><td> <p>(0.1947)</p> </td><td> <p>(0.1932)</p> </td><td> <p>(0.2188)</p> </td></tr><tr><td> <p><fig id="fig-9"><caption><title>Figure 9</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image018.png"/></fig></p> </td><td> <p>0.3831</p> </td><td> <p>0.1105</p> </td><td> <p>0.0543</p> </td><td> <p>0.5146</p> </td><td> <p>0.1183</p> </td><td> <p>0.2705</p> </td><td> <p>0.1061</p> </td><td> <p>0.1457</p> </td><td> <p>0.1686</p> </td></tr><tr><td></td><td> <p>(0.1811)</p> </td><td> <p>(0.1010)</p> </td><td> <p>(0.0762)</p> </td><td> <p>(0.5000)</p> </td><td> <p>(0.0792)</p> </td><td> <p>(0.1077)</p> </td><td> <p>(0.0681)</p> </td><td> <p>(0.1074)</p> </td><td> <p>(0.1900)</p> </td></tr><tr><td> <p><fig id="fig-10"><caption><title>Figure 10</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image020.png"/></fig></p> </td><td> <p>-48.9482</p> </td><td> <p>-61.1255</p> </td><td> <p>-43.7144</p> </td><td> <p>-32.4493</p> </td><td> <p>-67.4941</p> </td><td> <p>-19.6805</p> </td><td> <p>-82.1186</p> </td><td> <p>-93.6401</p> </td><td> <p>-108.3617</p> </td></tr><tr><td></td><td> <p>(129.7895)</p> </td><td> <p>(77.7784)</p> </td><td> <p>(95.1470)</p> </td><td> <p>(36.6785)</p> </td><td> <p>(36.6053)</p> </td><td> <p>(17.8374)</p> </td><td> <p>(51.9211)</p> </td><td> <p>(65.3919)</p> </td><td> <p>(158.7345)</p> </td></tr><tr><td> <p><fig id="fig-11"><caption><title>Figure 11</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image022.png"/></fig></p> </td><td> <p>84.5572</p> </td><td> <p>21.6746</p> </td><td> <p>14.1957</p> </td><td> <p>98.0505</p> </td><td> <p>39.6673</p> </td><td> <p>140.0820</p> </td><td> <p>22.2465</p> </td><td> <p>44.0435</p> </td><td> <p>67.9143</p> </td></tr><tr><td></td><td> <p>(78.9779)</p> </td><td> <p>(14.5736)</p> </td><td> <p>(15.6406)</p> </td><td> <p>(76.4346)</p> </td><td> <p>(48.7697)</p> </td><td> <p>(124.2868)</p> </td><td> <p>(14.4180)</p> </td><td> <p>(53.8372)</p> </td><td> <p>(97.3368)</p> </td></tr><tr><td> <p><fig id="fig-12"><caption><title>Figure 12</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image024.png"/></fig></p> </td><td> <p>-454.0435</p> </td><td> <p>-116.3859</p> </td><td> <p>-130.3716</p> </td><td> <p>-81.3620</p> </td><td> <p>-62.3310</p> </td><td> <p>-218.3329</p> </td><td> <p>-63.2646</p> </td><td> <p>-38.0547</p> </td><td> <p>-45.6084</p> </td></tr><tr><td></td><td> <p>(966.6983)</p> </td><td> <p>(94.5162)</p> </td><td> <p>(321.2563)</p> </td><td> <p>(71.8619)</p> </td><td> <p>(90.5342)</p> </td><td> <p>(123.0881)</p> </td><td> <p>(23.3162)</p> </td><td> <p>(29.6413)</p> </td><td> <p>(49.1451)</p> </td></tr><tr><td> <p><fig id="fig-13"><caption><title>Figure 13</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image026.png"/></fig></p> </td><td> <p>489.6525</p> </td><td> <p>76.9349</p> </td><td> <p>100.8529</p> </td><td> <p>146.9633</p> </td><td> <p>34.5042</p> </td><td> <p>338.7344</p> </td><td> <p>3.3925</p> </td><td> <p>-11.5418</p> </td><td> <p>5.1610</p> </td></tr><tr><td></td><td> <p>(976.8852)</p> </td><td> <p>(53.3761)</p> </td><td> <p>(292.0703)</p> </td><td> <p>(150.4757)</p> </td><td> <p>(106.3434)</p> </td><td> <p>(221.0909)</p> </td><td> <p>(59.0466)</p> </td><td> <p>(35.5598)</p> </td><td> <p>(104.5341)</p> </td></tr><tr><td> <p><fig id="fig-14"><caption><title>Figure 14</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image028.png"/></fig></p> </td><td> <p>17.6590</p> </td><td> <p>16.2246</p> </td><td> <p>15.0564</p> </td><td> <p>16.3728</p> </td><td> <p>15.4020</p> </td><td> <p>16.3510</p> </td><td> <p>14.7271</p> </td><td> <p>15.4749</p> </td><td> <p>15.3885</p> </td></tr><tr><td></td><td> <p>(1.2488)</p> </td><td> <p>(1.3193)</p> </td><td> <p>(1.1244)</p> </td><td> <p>(1.2943)</p> </td><td> <p>(1.3492)</p> </td><td> <p>(1.6927)</p> </td><td> <p>(0.5730)</p> </td><td> <p>(0.7764)</p> </td><td> <p>(1.0916)</p> </td></tr></tbody></table></table-wrap>  <p><break/></p> <p>Descriptive analysis for different sectors of the economy is
shown in Table 1. Different sectors are compared with mean and standard deviation
for different ratios to gauge the performance and management of working
capital. The means and standard deviations of different sectors show that <fig id="fig-15"><caption><title>Figure 15</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> of the auto sector has an average value of
19.57% with a variation of 19.23%. This shows that the earning margin is high
in the auto sector as compared to the other sectors of the economy.</p> <p>Similarly, the <fig id="fig-16"><caption><title>Figure 16</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image032.png"/></fig> for different sectors show that oil &amp; gas
is the sector with high sale volume with an average and standard variation of
17.66 and 1.25 respectively, while the lowest sale volume is the sugar sector
having an average value of 14.72 with the variation of 0.573.</p> <p>Examining the cash conversion cycle for different sectors
show the highest value for the Oil &amp; Gas sector with the average and
variation value of 490 and 977 days respectively, whereas the lowest value is
for the Textile sector with the value of -12 and 36 days respectively.</p> <p>Sector-wise results of <fig id="fig-17"><caption><title>Figure 17</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image034.png"/></fig> show that the Textile is the sector with a
minimum value of 38 days as a mean value and 30 days as a standard deviation,
whereas Oil &amp; Gas has the values for the average and variation of 454 and
967 respectively.</p> <p>Similarly, the results of these parameters for the variable
of <fig id="fig-18"><caption><title>Figure 18</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image036.png"/></fig> for different sectors show that the average
value of 108 days with 159 days as standard deviation are the estimates for the
other sector which comprises steel, paper and pharmaceutical sectors. The
sector on the other extreme is the communication sector with a mean value of 20
days with a standard deviation value of 18 days. This shows that communication
companies convert their inventories (Services) into sales in just 20 days.</p> <p>In the sector-wise analysis of <fig id="fig-19"><caption><title>Figure 19</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image038.png"/></fig> for different sectors, the said variable has
the highest value for the communication sector with a mean value of 140 days
with a value of 124 days as a standard deviation and the lowest value is for
cement industry with the mean and standard deviation value of 14 and 16 days
respectively. This shows that firms in the cement industry wait for less to
receive payment for their sales in contrast to the other sectors of the
economy.</p> <p>The <fig id="fig-20"><caption><title>Figure 20</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image040.png"/></fig> ratio is used to inspect the liaison between
the debt and the performance of the company for different sectors. The results
show that power is the sector with the highest mean value for this ratio, with
the value for its mean and standard deviation of 66.41% and 23.53%
respectively, whereas the other sector has the lowest value for the gearing
ratio with the average amount of 32.51% with a value of 23.97% for standard
deviation. This shows that the power sector has maximum financing to fulfil its
operation and almost covers 50% of its total assets.</p> <p>Examining the liquidity of
different sectors, the results show that the power sector has a minimum value
of 0.9979, while the sector others have a maximum value of 2.3427 for the
current ratio. The result shows that others are the more liquid sector of the
economy and have greater resources to fulfil their current obligation as
compared to the power sector with minimum liquidity. Similarly the lower and
upper value for the quick-acid- ratio is 0.8531 and 1.8457 for the textile and
oil and gas sector respectively.</p>  <p><bold>Quantitative Study</bold></p> <p>To discern the relationship between the
firm profitability and WCM, Correlation analysis and regression analysis has
been employed. The Pearson correlation matrix is applied to determine the
affiliation between the variables under concern. The SPSS software is employed
to find the degree of association among the different variables indicating the
management of a firm’s working capital.</p> <p><bold><break/> </bold></p>  <p><bold>Pearson Correlation Matrix Investigation</bold></p> <p><bold>Table </bold><bold>2.</bold> Correlation
Matrix</p> <table-wrap id="table2"><label>Table 2</label><caption><title>Table 2</title></caption><table><tbody><tr><td></td><td> <p><fig id="fig-21"><caption><title>Figure 21</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image042.png"/></fig></p> </td><td> <p><fig id="fig-22"><caption><title>Figure 22</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image044.png"/></fig></p> </td><td> <p><fig id="fig-23"><caption><title>Figure 23</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image046.png"/></fig></p> </td><td> <p><fig id="fig-24"><caption><title>Figure 24</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image048.png"/></fig></p> </td><td> <p><fig id="fig-25"><caption><title>Figure 25</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image050.png"/></fig></p> </td><td> <p><fig id="fig-26"><caption><title>Figure 26</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image052.png"/></fig></p> </td><td> <p><fig id="fig-27"><caption><title>Figure 27</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image054.png"/></fig></p> </td><td> <p><fig id="fig-28"><caption><title>Figure 28</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image056.png"/></fig></p> </td><td> <p><fig id="fig-29"><caption><title>Figure 29</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image058.png"/></fig></p> </td><td> <p><fig id="fig-30"><caption><title>Figure 30</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image060.png"/></fig></p> </td><td> <p><fig id="fig-31"><caption><title>Figure 31</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image062.png"/></fig></p> </td><td> <p><fig id="fig-32"><caption><title>Figure 32</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image064.png"/></fig></p> </td><td> <p><fig id="fig-33"><caption><title>Figure 33</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image066.png"/></fig></p> </td><td> <p><fig id="fig-34"><caption><title>Figure 34</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image068.png"/></fig></p> </td></tr><tr><td> <p><fig id="fig-35"><caption><title>Figure 35</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image070.png"/></fig></p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-36"><caption><title>Figure 36</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image072.png"/></fig></p> </td><td> <p>0.29</p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-37"><caption><title>Figure 37</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image074.png"/></fig></p> </td><td> <p>-0.22</p> </td><td> <p>0.230</p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-38"><caption><title>Figure 38</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image076.png"/></fig></p> </td><td> <p>0.41</p> </td><td> <p>0.020</p> </td><td> <p>-0.39</p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-39"><caption><title>Figure 39</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image078.png"/></fig></p> </td><td> <p>0.44</p> </td><td> <p>-0.03</p> </td><td> <p>-0.41</p> </td><td> <p>0.92</p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-40"><caption><title>Figure 40</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image080.png"/></fig></p> </td><td> <p>0.47</p> </td><td> <p>0.659</p> </td><td> <p>0.25</p> </td><td> <p>0.32</p> </td><td> <p>0.28</p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-41"><caption><title>Figure 41</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image082.png"/></fig></p> </td><td> <p>-0.12</p> </td><td> <p>0.49</p> </td><td> <p>0.72</p> </td><td> <p>-0.32</p> </td><td> <p>-0.36</p> </td><td> <p>0.59</p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-42"><caption><title>Figure 42</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image084.png"/></fig></p> </td><td> <p>-0.01</p> </td><td> <p>0.22</p> </td><td> <p>0.25</p> </td><td> <p>0.01</p> </td><td> <p>-0.25</p> </td><td> <p>0.19</p> </td><td> <p>0.28</p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-43"><caption><title>Figure 43</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image086.png"/></fig></p> </td><td> <p>0.01</p> </td><td> <p>0.12</p> </td><td> <p>0.25</p> </td><td> <p>0.03</p> </td><td> <p>0.05</p> </td><td> <p>0.18</p> </td><td> <p>0.23</p> </td><td> <p>-0.05</p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-44"><caption><title>Figure 44</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image088.png"/></fig></p> </td><td> <p>0.03</p> </td><td> <p>0.12</p> </td><td> <p>-0.04</p> </td><td> <p>-0.27</p> </td><td> <p>-0.08</p> </td><td> <p>-0.15</p> </td><td> <p>-0.12</p> </td><td> <p>-0.45</p> </td><td> <p>0.05</p> </td><td> <p>1</p> </td><td></td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-45"><caption><title>Figure 45</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image090.png"/></fig></p> </td><td> <p>-0.03</p> </td><td> <p>-0.15</p> </td><td> <p>0.07</p> </td><td> <p>0.22</p> </td><td> <p>0.20</p> </td><td> <p>0.14</p> </td><td> <p>0.13</p> </td><td> <p>-0.15</p> </td><td> <p>0.47</p> </td><td> <p>-0.18</p> </td><td> <p>1</p> </td><td></td><td></td><td></td></tr><tr><td> <p><fig id="fig-46"><caption><title>Figure 46</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image092.png"/></fig></p> </td><td> <p>0.06</p> </td><td> <p>0.12</p> </td><td> <p>-0.08</p> </td><td> <p>0.06</p> </td><td> <p>0.03</p> </td><td> <p>-0.05</p> </td><td> <p>-0.12</p> </td><td> <p>0.11</p> </td><td> <p>-0.14</p> </td><td> <p>0.28</p> </td><td> <p>-0.41</p> </td><td> <p>1</p> </td><td></td><td></td></tr><tr><td> <p><fig id="fig-47"><caption><title>Figure 47</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image094.png"/></fig></p> </td><td> <p>-0.05</p> </td><td> <p>-0.12</p> </td><td> <p>0.08</p> </td><td> <p>-0.08</p> </td><td> <p>-0.02</p> </td><td> <p>0.04</p> </td><td> <p>0.11</p> </td><td> <p>-0.21</p> </td><td> <p>0.22</p> </td><td> <p>-0.10</p> </td><td> <p>0.51</p> </td><td> <p>-0.97</p> </td><td> <p>1</p> </td><td></td></tr><tr><td> <p><fig id="fig-48"><caption><title>Figure 48</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image096.png"/></fig></p> </td><td> <p>0.13</p> </td><td> <p>0.36</p> </td><td> <p>0.16</p> </td><td> <p>-0.01</p> </td><td> <p>0.05</p> </td><td> <p>0.29</p> </td><td> <p>0.28</p> </td><td> <p>-0.08</p> </td><td> <p>0.32</p> </td><td> <p>0.21</p> </td><td> <p>0.12</p> </td><td> <p>0.03</p> </td><td> <p>0.02</p> </td><td> <p>1</p> </td></tr></tbody></table></table-wrap>  <p><break/></p> <p>Pearson-Correlation Matrix is employed to measure the degree
of association among the variables indicating how efficient the firm manages
its working capital and its performance of the firm. The extent of alliance
among the variables representing the WCM and performance of the firm is shown
in table 4.3. It is anticipated that there should be an indirect relationship between
the variable representing the management of WC and the performance of the firm.
Similarly, the expected association between the days&apos; sale outstanding period
and the conversion period like inventory turnover days should be negative and
should be a positive relationship for the account payable days. The association
between ACP and performance of the firm as indicated by <fig id="fig-49"><caption><title>Figure 49</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> is -0.0354, showing that if the duration of
inflow of the receivables increases this leads to lower the revenue of the
firm. Similarly, the association between the performance and inventory turnover
in days of the firm comprises a value of 0.0343, indicating that if the
inventory turnover in days is increased, it will lead to an increased earning
of the firm, which is opposite to the expected result, because the lower the
value of days to converts the inventory into sales, the higher will be the
revenue of the firm. The association between the accounts payables in days and
profitability is 0.0628, which points out that if the firm delays its due
payment to suppliers, the profitability of the firm increases. The CCC which
represents the firm ability to manage working capital has also had a
coefficient of -0.0586. It shows that the firm may enhance its performance in
terms of profitability by decreasing the value of this variable to the minimum
possible.</p> <p>It is concluded that the enterprise may enhance its profitability
as well as efficiency by efficiently managing these time periods.</p> <p>The connection
between the profitability and size of the firm, the Pearson’s coefficient of
correlation is 0.1363 between <fig id="fig-50"><caption><title>Figure 50</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image098.png"/></fig> and the size of the firm (<fig id="fig-51"><caption><title>Figure 51</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image032.png"/></fig>), which implies that
the impact of firm size on the firm performance is positive and significant. If
the size of the firm increases the earnings of the firm also increase.</p> <p>The study results indicate a positive
and significant relationship between the current ratio and the firm’s
performance and have a coefficient of 0.4168, so the Pakistani firms show a
positive association between firm liquidity and their profitability.</p> <p>This analysis displays a negative
association between the inventory conversion period (<fig id="fig-52"><caption><title>Figure 52</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image036.png"/></fig>) and the cash gap.
The correlation coefficient for this relationship is -0.1018, which illustrates
that if the company required a longer time to switch its raw material into
sales, the same will escort to a broadening in the value of the cash gap.
Similarly, the association of Days sales outstanding with cash gap is direct
with a coefficient of 0.5157, implying that lengthening the average collection
period will result in broadening the cash gap of the company.</p> <p>The analysis of the relationship between <fig id="fig-53"><caption><title>Figure 53</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image034.png"/></fig> and <fig id="fig-54"><caption><title>Figure 54</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image100.png"/></fig> demonstrates an indirect affiliation having a
value of -0.9726 as a coefficient. This amount shows that by increasing the
time to pay its obligation with respect to selling its inventory and receiving
the bills from customers, in this way the firm can reduce its cash gap and thus
will increase its performance.</p> <p>All the above
analysis shows that in the Pakistani context, management of WC has a sturdy and
significant effect on the performance and efficiency of the firm</p>   <p><bold>Regression Investigation</bold></p> <p>To discover the effect of managing
working capital in the best possible manner on the firm performance, regression
analysis is employed. As the data has a combination of cross-section and
longitudinal data, so we used panel data regression models for the estimation.</p> <p><bold><break/> </bold></p>  <p><bold>Pooled Least Square Estimation</bold></p> <p><bold>Table </bold><bold>3.</bold> Pooled Least
Square Estimation</p> <table-wrap id="table3"><label>Table 3</label><caption><title>Table 3</title></caption><table><tbody><tr><td>  </td><td colspan="4"> <p><bold>Pooled OLS (HAC)</bold></p> </td><td colspan="4"> <p><bold>Weighted Least Square</bold></p> </td></tr><tr><td> <p>Explanatory
  variables</p> </td><td> <p>1</p> </td><td> <p>2</p> </td><td> <p>3</p> </td><td> <p>4</p> </td><td> <p>1</p> </td><td> <p>2</p> </td><td> <p>3</p> </td><td> <p>4</p> </td></tr><tr><td> <p><fig id="fig-55"><caption><title>Figure 55</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image102.png"/></fig></p> </td><td> <p>0.00451</p> </td><td> <p>0.00698</p> </td><td> <p>0.0049</p> </td><td> <p>0.00488</p> </td><td> <p>0.0099</p> </td><td> <p>0.0112</p> </td><td> <p>0.0109</p> </td><td rowspan="2"> <p>0.0107</p> <p>(0.0000)</p> </td></tr><tr><td>  </td><td> <p>(0.0217)</p> </td><td> <p>(0.0019)</p> </td><td> <p>(0.0165)</p> </td><td> <p>(0.0164)</p> </td><td> <p>(0.0000)</p> </td><td> <p>(0.0000)</p> </td><td> <p>(0.0000)</p> </td></tr><tr><td> <p><fig id="fig-56"><caption><title>Figure 56</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image104.png"/></fig></p> </td><td> <p>-0.0843</p> </td><td> <p>-0.0589</p> </td><td> <p>-0.0411</p> </td><td> <p>-0.04088</p> </td><td> <p>-0.0982</p> </td><td> <p>-0.1073</p> </td><td> <p>-0.1019</p> </td><td> <p>-0.0994</p> </td></tr><tr><td>  </td><td> <p>(0.306)</p> </td><td> <p>(0.1455)</p> </td><td> <p>(0.4774)</p> </td><td> <p>(0.4802)</p> </td><td> <p>(0.0565)</p> </td><td> <p>(0.0384)</p> </td><td> <p>(0.0504)</p> </td><td> <p>(0.056)</p> </td></tr><tr><td> <p><fig id="fig-57"><caption><title>Figure 57</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image106.png"/></fig></p> </td><td> <p>0.0341</p> </td><td> <p>0.0356</p> </td><td> <p>0.0292</p> </td><td> <p>0.0294</p> </td><td> <p>0.0143</p> </td><td> <p>0.0091</p> </td><td> <p>0.0052</p> </td><td rowspan="2"> <p>0.0058</p> <p>(0.0633)</p> </td></tr><tr><td>  </td><td> <p>(0.0161)</p> </td><td> <p>(0.0180)</p> </td><td> <p>(0.053)</p> </td><td> <p>(0.0509)</p> </td><td> <p>(0.0013)</p> </td><td> <p>(0.0183)</p> </td><td> <p>0.0931</p> </td></tr><tr><td> <p><fig id="fig-58"><caption><title>Figure 58</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image108.png"/></fig></p> </td><td> <p>-0.0879</p> </td><td> <p>-0.121</p> </td><td> <p>-0.1198</p> </td><td> <p>-0.1193</p> </td><td> <p>-0.1642</p> </td><td> <p>-0.1997</p> </td><td> <p>-0.2543</p> </td><td rowspan="2"> <p>-0.2556</p> <p>(0.0004)</p> </td></tr><tr><td>  </td><td> <p>(0.1162)</p> </td><td> <p>(0.1023)</p> </td><td> <p>(0.1562)</p> </td><td> <p>(0.1620)</p> </td><td> <p>(0.0271)</p> </td><td> <p>(0.0069)</p> </td><td> <p>0.0005</p> </td></tr><tr><td> <p><fig id="fig-59"><caption><title>Figure 59</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image110.png"/></fig></p> </td><td> <p>0.0432</p> </td><td> <p>0.0044</p> </td><td> <p>0.0558</p> </td><td> <p>0.0558</p> </td><td> <p>0.0727</p> </td><td> <p>0.0756</p> </td><td> <p>0.0864</p> </td><td rowspan="2"> <p>0.0870</p> <p>(0.0000)</p> </td></tr><tr><td>  </td><td> <p>(0.0007)</p> </td><td> <p>(0.0000)</p> </td><td> <p>(0.0000)</p> </td><td> <p>(0.0000)</p> </td><td> <p>(0.0000)</p> </td><td> <p>(0.0000)</p> </td><td> <p>0.0000</p> </td></tr><tr><td> <p><fig id="fig-60"><caption><title>Figure 60</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image112.png"/></fig></p> </td><td> <p>0.00011</p> </td><td></td><td></td><td></td><td> <p>0.0002</p> </td><td></td><td></td><td rowspan="2">  </td></tr><tr><td>  </td><td> <p>(0.0271)</p> </td><td></td><td></td><td></td><td> <p>(0.0043)</p> </td><td></td><td></td></tr><tr><td> <p><fig id="fig-61"><caption><title>Figure 61</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image114.png"/></fig></p> </td><td></td><td> <p>-0.00026</p> </td><td></td><td></td><td></td><td> <p>-0.0002</p> </td><td></td><td rowspan="2">  </td></tr><tr><td>  </td><td></td><td> <p>(0.0593)</p> </td><td></td><td></td><td></td><td> <p>(0.0892)</p> </td><td></td></tr><tr><td> <p><fig id="fig-62"><caption><title>Figure 62</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image116.png"/></fig></p> </td><td></td><td></td><td> <p>-9.95E-06</p> </td><td></td><td></td><td></td><td> <p>-2.11E-05</p> </td><td rowspan="2">  </td></tr><tr><td>  </td><td></td><td></td><td> <p>(0.1154)</p> </td><td></td><td></td><td></td><td> <p>0.2907</p> </td></tr><tr><td> <p><fig id="fig-63"><caption><title>Figure 63</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image118.png"/></fig></p> </td><td></td><td></td><td></td><td> <p>-1.05E-05</p> </td><td></td><td></td><td></td><td rowspan="2"> <p>-2.7E-05</p> <p>(0.146)</p> </td></tr><tr><td>  </td><td></td><td></td><td></td><td> <p>(0.140)</p> </td><td></td><td></td><td></td></tr><tr><td> <p>R<sup>2</sup></p> </td><td> <p>0.5978</p> </td><td> <p>0.5625</p> </td><td> <p>0.6000</p> </td><td> <p>0.60018</p> </td><td> <p>0.282311</p> </td><td> <p>0.271435</p> </td><td> <p>0.26774</p> </td><td> <p>0.269822</p> </td></tr></tbody></table></table-wrap>  <p><break/></p><p>To discover the casual elements of <fig id="fig-64"><caption><title>Figure 64</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> are examined for all the observations by
Pooled least square method. As the data is a panel so hetroskedasticity and
autocorrelation corrected model is used. The models to be used to estimate the
dependence of independent variables on the dependent variable is shown in the methodology
section. In model 1<fig id="fig-65"><caption><title>Figure 65</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image120.png"/></fig></p><p>The
dependent variable is regressed on the explanatory variable of Inventory turnover
in days and log of sales, gearing, <fig id="fig-66"><caption><title>Figure 66</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image122.png"/></fig> short term liability to total employed assets
and assets turnover are used as controlling proxies. Table 4.4 explains the end
result of model 1 in which the value of <fig id="fig-67"><caption><title>Figure 67</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image124.png"/></fig> is positive showing direct relation and
significance at a 5% level of significance. The manager can make the firm more
valuable for their shareholders by lowering the sales outstanding period and
inventory turnover in days <ext-link ext-link-type="uri" xlink:href="file:///D:/Fulltext/GMSR/2021/Summer/4%20Trend%20in%20WC%20Mangement%20and%20its%20Impact%20on%20Firms%20Performance%20-%20Yousaf%20Khan.docx#Deloof">(Deloof, 2003)</ext-link>.
This shows an unexpected result, that increasing the inventory conversion
process by one unit leads to an increase of 0.0001133 units in the performance
of the firm. Similarly, the effect of  <fig id="fig-68"><caption><title>Figure 68</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image032.png"/></fig> on the firm’s profitability is significant and
direct as evident from the slope value of 0.0045 for the said variable and p
value of 0.0217 respectively. The other variable like <fig id="fig-69"><caption><title>Figure 69</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image126.png"/></fig> and <fig id="fig-70"><caption><title>Figure 70</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image128.png"/></fig> has a considerable positive impact. Similarly <fig id="fig-71"><caption><title>Figure 71</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image130.png"/></fig> and <fig id="fig-72"><caption><title>Figure 72</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image040.png"/></fig> has a negative coefficient but the
relationship of these variables with<fig id="fig-73"><caption><title>Figure 73</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image132.png"/></fig> is insignificant. The value of R<sup>2</sup> =
0.5978 illustrates the goodness of fit and shows that the explanatory variables
of the model are responsible for 59.78 percent of the variation in the
dependent variable.</p><p>The
equation of our second model is.</p><p><fig id="fig-74"><caption><title>Figure 74</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image134.png"/></fig></p><p>In
this regression,
the dependent variable is regressed on the same controlling variables but with
explanatory proxy<fig id="fig-75"><caption><title>Figure 75</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image136.png"/></fig>. The outcomes shown
in the table illustrate that the coefficient of <fig id="fig-76"><caption><title>Figure 76</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image038.png"/></fig> is -0.00026 with a p is 0.0593. This shows
that the relationship of the average collection period with the profitability
is negative and significant at a 10% level of significance. It demonstrates
that if the firm relaxed its collection policy and increased the variable by
one unit will lead to a decrease in the firm’s earnings by 0.00027 units. Other
variables like<fig id="fig-77"><caption><title>Figure 77</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image138.png"/></fig>,<fig id="fig-78"><caption><title>Figure 78</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image140.png"/></fig>,<fig id="fig-79"><caption><title>Figure 79</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image142.png"/></fig> have a direct and significant impact on the
revenue of the firm. Similarly, the sign of the values of the coefficients and
the corresponding value of p=0.1023 and 0.1455 for <fig id="fig-80"><caption><title>Figure 80</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image130.png"/></fig> and <fig id="fig-81"><caption><title>Figure 81</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image040.png"/></fig> ratio shows an inverse effect on the firm
performance but this impact is insignificant as explained by the p values. The
value of R<sup>2</sup>=0.5625 implies that these explanatory variables of the
model are responsible for 56.25 % changes in the dependent variable.</p><p>Model
3 represents the association of <fig id="fig-82"><caption><title>Figure 82</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> with the account payables in days.</p><p><fig id="fig-83"><caption><title>Figure 83</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image144.png"/></fig></p><p>The
result of the regression of <fig id="fig-84"><caption><title>Figure 84</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> as a dependent variable takes accounts
payables in days as the explanatory variable, while the controlling variables
remain the same. The high p-value of 0.1154 shows insignificant direct
affiliation between <fig id="fig-85"><caption><title>Figure 85</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image034.png"/></fig> and the earnings of the firm. The controlling
variables show the same results as indicated in the other two models. The value
of R<sup>2</sup> = 0.6000 shows the goodness of fit and illustrates that about
60 percent of the changes in <fig id="fig-86"><caption><title>Figure 86</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image146.png"/></fig> are brought by these explanatory variables.</p><p>In the last model, <fig id="fig-87"><caption><title>Figure 87</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image100.png"/></fig> is used as an explanatory variable to
represent cash lag with others as controlling variables. The model for this
regression is shown as under.</p><p><fig id="fig-88"><caption><title>Figure 88</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image148.png"/></fig></p><p>Taking
<fig id="fig-89"><caption><title>Figure 89</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image100.png"/></fig> as an explanatory variable, the corresponding
parameter and p values of -1.05e<sup>-05</sup> and 0.140 illustrate an inverse
but insignificant association between <fig id="fig-90"><caption><title>Figure 90</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image100.png"/></fig> and the firm’s profitability. Other
controlling variables behave the same as in the previous three models. The R<sup>2</sup>
value of 0.6001 represents that about 60% of variations in <fig id="fig-91"><caption><title>Figure 91</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> are brought by these included explanatory
variables.</p><p>In
pooled least square method the effect of individual independent variables is
examined in the four equations.<fig id="fig-92"><caption><title>Figure 92</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image150.png"/></fig>and accounts
receivables collection period have a significant effect on the dependent
variable i.e. earning ability of the firm, whereas the account payables in days
and cash conversion cycle did not show a significant connection with <fig id="fig-93"><caption><title>Figure 93</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> i.e. the dependent variable. The association
of debt ratio with the firm performance shows an inverse association but the
association is insignificant.  Similarly,
the size has a significant direct association with the firm’s earning ability.</p><p><bold>Weighted least Square Model</bold></p><p>As
we know that the numbers of cross-sections are more than the time series in the
data, the problem of heteroskedasticity arises i.e. a changing deviation after
a short time period. To overcome this problem the Weighted Least Square model
is employed. In this method, the squared residual is used as a weight and
weighted proxies are achieved by the ratio of that proxy with the square residual.
The scaling of this technique is a normal way that did not affect the validity
of the parameters results. The results of weighted residuals make it more
comparable in contrast with the ordinary pooled models the effects of the
weighted least square method are shown in the second portion of table 4.6. The
analyses of each model using the weighted least square method are one by one
explained below. In the first equation of the weighted least square method <fig id="fig-94"><caption><title>Figure 94</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image152.png"/></fig> the dependent variable is regressed on the
explanatory variable of <fig id="fig-95"><caption><title>Figure 95</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image036.png"/></fig> and the same auxiliary proxies as used in the
pooled least square method. The results of model 1 underweighted least square,
the coefficient of <fig id="fig-96"><caption><title>Figure 96</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image154.png"/></fig>is (+ve) and has 1%
level of significance are shown in Table 4.6. It shows that if the inventory
turnover is increased by one unit will lead to an increase of 0.0002 units
increase in the performance of the firm. There is a direct and significant
association between <fig id="fig-97"><caption><title>Figure 97</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image032.png"/></fig> and the earning ability of the firm.
Similarly, <fig id="fig-98"><caption><title>Figure 98</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image126.png"/></fig> and <fig id="fig-99"><caption><title>Figure 99</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image156.png"/></fig>have a significant
positive effect on the firm’s performance, while <fig id="fig-100"><caption><title>Figure 100</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image130.png"/></fig> and <fig id="fig-101"><caption><title>Figure 101</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image040.png"/></fig> ratios have 0.027 and 0.056 as their p
respectively and show a 5 and 10 percent significant inverse association with
the firm profitability. The value of R<sup>2</sup> =0.2823 shows that a 28.23%
change in the dependent variable is explained by these variables.</p><p>In
the second model, the dependent variable is regressed on the same controlling
variables but with the explanatory variable<fig id="fig-102"><caption><title>Figure 102</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image136.png"/></fig>. The end results
shown in the table illustrate that the <fig id="fig-103"><caption><title>Figure 103</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image158.png"/></fig> value is -0.0002. This demonstrates that the
relationship of <fig id="fig-104"><caption><title>Figure 104</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image038.png"/></fig> with the profitability is negative but
significant at a 10% significance level as evident by a p-value of 0.089. It
shows that if the firm loses its tight collection policy and <fig id="fig-105"><caption><title>Figure 105</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image038.png"/></fig> is increased by one unit, the earnings of the
firm affects drastically and decreased by 0.0002 units. Other variables like
the size of the firm, Current Ratio, assets turnover have a direct significant
effect on the earning ability of the firm. Similarly, <fig id="fig-106"><caption><title>Figure 106</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image160.png"/></fig>have a 1% significant
and inverse association. A debt ratio and firm performance are inversely
related with a 5% level of significance. The R<sup>2</sup>=0.2714 value
demonstrates that in this model the explanatory variables explained about 27%
variations in the dependent variable.</p><p>Similarly
in the third equation <fig id="fig-107"><caption><title>Figure 107</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> is taken as a dependent variable and regressed
on accounts payables in days as the explanatory variable, while the controlling
variables remain the same. The high p=0.2907 value shows an insignificant
association between <fig id="fig-108"><caption><title>Figure 108</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image158.png"/></fig>and <fig id="fig-109"><caption><title>Figure 109</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> of the firm. The result indicates an inverse
relation as evident by the negative sign of the parameter. The controlling
variables behave the same as previous results and have a relationship with the
firm’s performance. The value of R<sup>2</sup> is 0.2677 shows that these
independent variables explained 26.77% of the changes in the dependent
variable.</p><p>In the last model, <fig id="fig-110"><caption><title>Figure 110</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image100.png"/></fig> is employed as a main explanatory variable
with others as controlling variables. Taking 
<fig id="fig-111"><caption><title>Figure 111</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image100.png"/></fig> as the main explaining variable, the result
confirms that the association between <fig id="fig-112"><caption><title>Figure 112</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image162.png"/></fig> and <fig id="fig-113"><caption><title>Figure 113</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image100.png"/></fig>  is inverse and is insignificant as indicated
by the high p=0.146 value of<fig id="fig-114"><caption><title>Figure 114</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image164.png"/></fig>. The same previous
behaviour is noted for other variables. The R<sup>2</sup> value of 0.2698
represents the goodness of fit and illustrates that 27% of changes in explained
variable <fig id="fig-115"><caption><title>Figure 115</title></caption><graphic xlink:href="file:///C:/Users/JGHKGF~1/AppData/Local/Temp/msohtmlclip1/01/clip_image030.png"/></fig> are due to these dependent variables. The results
of the weighted least square method represent generally the same elucidation
that the performance of the firm is affected by the tendency of the firm in
managing its working capital. The result shows that the liquidity and earnings
of the firm move in the same direction. Similarly, if the firm relies heavily
on debt financing, the firm loses its tempo and thus its performance decreases.
The results show that firm size and firm profitability move in the same
direction.</p>
</sec>
<sec id="sec-4">
  <title>Discussion</title>
<p>The association between the average collection period and performance of the firm as indicated by rota is -0.0354, which shows that if the duration of inflow of the receivables increases this leads to lower revenue for the firm. Similarly, the association between the performance and inventory turnover in days of the firm comprises a value of 0.0343, indicating that if the inventory turnover in days is increased, it will lead to an increased earning of the firm, which is opposite to the expected result, because the lower the value of days to converts the inventory into sales, the higher will be the revenue of the firm. The association between the accounts payables in days and profitability is 0.0628, which points out that if the firm delays its due payment to suppliers, the profitability of the firm increases. The cash conversion cycle which represents the firm ability to manage working capital has also had a coefficient of -0.0586. It shows that the firm may enhance its performance in terms of profitability by decreasing the value of this variable to the minimum possible. It is concluded that the enterprise may enhance its profitability as well as efficiency by efficiently managing these time periods.</p><p>The connection between the profitability and size of the firm, the coefficient value is 0.1363 between  ROTA and the size of the firm (lnsales), which implies that the impact of firm size on the firm performance is positive and significant. If the size of the firm increases the earnings of the firm also increase.</p><p>The study results indicate a positive (+ve) and significant relationship between the current ratio and the firm performance and have a coefficient of 0.4168, so the Pakistani firms show a positive association between the firm’s liquidity and their profitability.</p><p>This analysis reveals a negative association between the inventory conversion period (invdays) and the cash gap. The correlation coefficient for this relationship is -0.1018, which illustrates that if the company required a longer time to switch its raw material into sales, the same will escort to a broadening in the value of the cash gap. Similarly, the association of Days sales outstanding with cash gap is direct with a coefficient of 0.5157, implying that lengthening the average collection period will result in broadening the cash gap of the company.</p><p>The analysis of the relationship between apdays and ccc demonstrates an indirect affiliation having a value of -0.9726 as a coefficient. This amount shows that by increasing the time to pay its obligation with respect to selling its inventory and receiving the bills from customers, in this way the firm can reduce its cash gap and thus will increase its performance.</p><p>All the above analysis displays that in the Pakistani context, management of WC has a sturdy and significant effect on the performance and efficiency of the firm</p><p>Conclusion</p><p>As evident from the trend of different ratios relating to the efficiency of the firm in managing its WC, in the study period the firms invested heavily in working capital. I expected that if the investments are managed in a well-organized way, the performance of the firm will enhance. The study found individually that variable representing the time required to convert the stock into sales i.e. invdays has a positive, while the Accounts Receivables in days ardays have an inverse connection with rota. Both these association is significant. The individual relationship of apdays with rota is positive but insignificant. Similarly, ccc and rota have the inverse rota but insignificant association. These study results illustrate that in order to increase/create value for their shareholders; the firm may employ such policies to reduce invdays , ardays or to lengthen its period of payment i.e. apdays  to the optimum level. In this way, they may be able to decrease ccc to the possible minimum level to enhance its value. The result regarding the rapport between liquidity and firm performance shows a significant direct association. This shows that by increasing its liquidity, the firm may be able to enhance its performance. With more liquid assets the firm will be able to fulfil its short term obligation in due time and thus the credibility of the firm increases. The results of the size hypothesis state that if the firm grows more and more in size, the firm’s performance is also enhanced and thus earning capacity of the firm also increases. The result demonstrates a significant direct bond between the firm’s size and its performance.</p><p>Similarly, the debt owed by the firm and the firm’s performance has an inverse but insignificant association. This shows that debt financing does not affect the earnings of the company.</p>
</sec>
<sec id="sec-5">
  <title>Recommendations</title>
<p>As 30th June 2016 is taken as the reference date, so sample size contains the firms on the said date. This study recommends that new researchers in line may conduct a study on analyzing the KSE-100 and may contain all firms in the Karachi Stock market during the intact period of the study. Researchers may also increase the size of the sample for getting more renovative findings. Correspondingly the study may also be extended to cover other constituents of WC management including cash and all relevant marketable securities of firms.</p>
</sec>
</body>
<back>
<fn-group content-type="conflict-of-interest">
  <title>Conflict of Interest</title>
  <fn fn-type="conflict">
<p>The authors declare that they have no conflicts of interest.</p>
  </fn>
</fn-group>
<fn-group content-type="ethics-statement">
  <title>Ethics Statement</title>
  <fn fn-type="ethics">
<p>This study did not require formal ethics approval.</p>
  </fn>
</fn-group>
<fn-group content-type="data-availability">
  <title>Data Availability</title>
  <fn fn-type="data-availability-statement">
<p>Data sharing is not applicable to this article.</p>
  </fn>
</fn-group>
<app-group>
  <app id="app-suppl">
    <title>Supplementary Materials</title>
<supplementary-material id="suppl-pdf" content-type="pdf" xlink:href="https://gmsrjournal.com/pdf/gmsr/aSmZh1eL2D.pdf">
  <label>PDF</label>
  <caption>
    <title>Full Text PDF</title>
  </caption>
</supplementary-material>
  </app>
</app-group>
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