Submitted:
15 February 2024
Posted:
16 February 2024
You are already at the latest version
Abstract
Keywords:
1. Introduction
2. Literature review
2.1. Data Envelopment Analysis
2.2. The relation between construction company efficiency and DEA
2.3. The effect of QE policy on performance of construction companies
3. Methodology
3.1. Research framework
3.2. Sample and data
3.3. QE measurement
3.4. BP measurement uses Dynamic SBM model
3.5. Debt Ratio measurement
3.6. Control Variables
3.7. Hierarchical Regression
4. Empirical analysis
4.1. Development Trend of Variables in Listed Construction Companies
4.2. Analysis of performance values before and after QE
4.3. Moderator and the influence of control variables
5. Conclusion
5.1. Discussion
5.2. Implication
5.3. Future Direction
Appendix
| DMU | 2004 | 2005 | 2006 | 2007 | 2008 | 2009 | 2010 | 2011 | 2012 | 2013 | 2014 | 2015 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| On Yao | 0.075 | 0.032 | 0.059 | 0.075 | 0.069 | 0.120 | 0.151 | 0.104 | 0.033 | 0.033 | 0.168 | 0.155 |
| Huayoulian | 0.421 | 0.113 | 0.094 | 1.000 | 1.000 | 0.665 | 0.026 | 1.000 | 1.000 | 1.000 | 0.685 | 0.474 |
| Three places | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| Mingxuan | 1.000 | 1.000 | 0.393 | 0.923 | 0.665 | 0.610 | 0.611 | 0.932 | 0.717 | 0.664 | 0.735 | 0.633 |
| General | 0.058 | 0.073 | 0.026 | 0.125 | 0.221 | 0.410 | 0.363 | 0.437 | 0.310 | 0.199 | 0.315 | 0.268 |
| Baolai | 0.038 | 0.120 | 0.083 | 0.094 | 0.078 | 0.173 | 0.132 | 0.155 | 0.108 | 0.093 | 0.171 | 0.047 |
| Runlong | 0.257 | 0.397 | 0.299 | 0.282 | 0.385 | 0.255 | 0.361 | 0.382 | 0.407 | 0.121 | 0.648 | 0.446 |
| Haiyatt | 1.000 | 0.999 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| New Meiqi | 0.948 | 0.979 | 0.989 | 0.984 | 0.871 | 0.942 | 0.495 | 0.235 | 0.177 | 0.076 | 0.175 | 0.123 |
| Guojian | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 0.898 | 0.777 | 0.597 | 0.587 | 0.589 | 0.558 |
| Guo Yang | 0.146 | 0.345 | 0.474 | 0.354 | 0.363 | 0.218 | 0.437 | 0.377 | 0.354 | 1.000 | 0.317 | 0.370 |
| Too Set | 0.017 | 0.038 | 0.064 | 0.037 | 0.062 | 0.073 | 0.058 | 0.181 | 0.049 | 0.033 | 0.125 | 0.106 |
| Q- K JP | 0.320 | 0.210 | 0.197 | 0.467 | 0.222 | 0.305 | 0.301 | 0.318 | 0.463 | 0.060 | 0.017 | 0.333 |
| Edward | 0.284 | 0.300 | 0.371 | 0.194 | 0.233 | 0.240 | 0.251 | 0.227 | 0.818 | 0.251 | 0.277 | 0.238 |
| Long Bang | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| Guande | 0.305 | 0.235 | 0.239 | 0.239 | 0.289 | 0.531 | 0.502 | 0.444 | 0.249 | 0.313 | 0.372 | 0.257 |
| Capital | 1.000 | 1.000 | 1.000 | 1.000 | 0.731 | 0.897 | 0.884 | 0.839 | 1.000 | 1.000 | 1.000 | 1.000 |
| Hong Jing | 0.086 | 0.180 | 0.388 | 0.200 | 0.161 | 0.201 | 0.152 | 0.113 | 0.405 | 0.216 | 1.000 | 0.432 |
| Huangpu | 1.000 | 0.187 | 1.000 | 1.000 | 1.000 | 0.823 | 1.000 | 1.000 | 0.771 | 0.834 | 0.474 | 0.328 |
| Huajian | 0.571 | 0.162 | 0.316 | 0.661 | 0.413 | 0.484 | 0.711 | 0.632 | 0.019 | 0.172 | 0.009 | 0.758 |
| Hongsheng | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 0.999 | 0.999 | 1.000 |
| Hongpu | 0.585 | 0.776 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| Announcement | 0.218 | 0.159 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 0.714 | 0.613 | 0.486 | 0.778 | 0.690 |
| Kitai | 0.270 | 0.359 | 1.000 | 0.635 | 0.476 | 0.583 | 1.000 | 1.000 | 1.000 | 1.000 | 0.502 | 0.699 |
| Sakura BL | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| Mountain Forest | 0.141 | 0.010 | 0.018 | 0.030 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 0.264 |
| Hing Fu Fat | 0.373 | 0.502 | 0.491 | 0.488 | 0.766 | 1.000 | 1.000 | 1.000 | 1.000 | 0.999 | 1.000 | 1.000 |
| King Xiang | 0.407 | 0.484 | 0.663 | 0.587 | 0.999 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 0.714 | 0.768 |
| Nissatsu | 0.333 | 0.251 | 0.550 | 0.393 | 0.236 | 0.395 | 0.315 | 0.263 | 0.079 | 1.000 | 0.188 | 0.108 |
| Huagu | 0.381 | 1.000 | 0.997 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 0.694 | 0.768 | 0.940 |
| Scripture | 0.085 | 0.096 | 0.115 | 0.279 | 0.166 | 0.257 | 0.194 | 1.000 | 0.417 | 0.538 | 0.420 | 0.368 |
| Master | 0.048 | 0.028 | 0.023 | 0.088 | 0.119 | 0.407 | 0.408 | 0.579 | 0.572 | 0.292 | 0.360 | 0.337 |
| Rising Sun | 0.076 | 0.085 | 0.056 | 0.139 | 0.155 | 0.206 | 0.572 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| Longda | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 0.696 | 0.857 | 0.406 | 0.406 | 0.321 |
| Farglory | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| Suncheon | 0.276 | 0.365 | 0.569 | 0.427 | 0.276 | 0.359 | 0.436 | 0.462 | 0.458 | 0.255 | 0.423 | 0.463 |
| Country Forest | 0.183 | 0.289 | 0.310 | 0.544 | 0.299 | 0.483 | 0.371 | 0.324 | 0.406 | 0.231 | 0.364 | 0.260 |
| Emperor Ding | 0.388 | 0.275 | 0.249 | 0.528 | 0.486 | 0.852 | 0.519 | 0.612 | 0.399 | 0.129 | 0.433 | 0.354 |
| Changhong | 0.399 | 0.487 | 0.893 | 1.000 | 0.999 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| Dali | 0.029 | 0.039 | 0.078 | 0.182 | 0.323 | 0.389 | 0.504 | 0.513 | 0.588 | 0.214 | 0.465 | 0.403 |
| Shimbaba | 0.024 | 0.015 | 0.016 | 0.028 | 0.036 | 0.023 | 0.027 | 0.150 | 0.361 | 0.152 | 0.030 | 0.213 |
| Runtaixin | 0.353 | 0.382 | 0.587 | 0.509 | 0.999 | 0.991 | 0.995 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| Sanfa RE | 0.022 | 0.018 | 0.015 | 0.057 | 0.061 | 0.132 | 0.213 | 0.346 | 0.339 | 0.261 | 0.310 | 0.341 |
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| Studies | The main issue addressed | Region /Country | Decision-making Units | Method |
|---|---|---|---|---|
| [10] | This study measures technical efficiency and economies of scale for REITs. | US | All REITs as listed in the NAREIT | BCC |
| [11] | This paper explores various efficiency aspects of REITs in light of their remarkable growth in the 1990s. | US | 235 equity REITs | CCR、BCC |
| [14] | This article gauges and analyses different types of efficiency for the period 1996 to 2000. | Korea | Listed construction firms | CCR |
| [19] | This paper measures the productivity changes of the Chinese construction industry from 1997 to 2003. | China | 4 regions construction industry | Malmquist index |
| [15] | This study measures the performance and efficiency of the Listed Real Estate Companies. | China | 94 listed real estate companies | CCR、BCC、Super-efficiency DEA |
| [12] | This paper is to examine trends in the performance of the construction industry and identify the factors that promote excellence and innovation in the sector. | Portugal | 110 major contractors laboring on public works | CCR |
| [33] | This paper explores various efficiency aspects of real estate and construction companies in Iran in light of their remarkable growth in recent years. | Iran | 12 real estate and construction companies | SBM |
| [35] | This paper assesses construction companies' efficiency levels, exploring in particular the effect of location and activity in the efficiency levels. | Worldwide | 118 construction companies | CCR、Malmquist index |
| [18] | The objectives are to put forward a set of systematic methodologies for selecting a productivity index, to develop a TFP measure for the construction industry. |
China | 31 Chinese provinces | Malmquist index |
| [27] | This paper estimates technical efficiency in the construction sector before and after the start of the financial crisis and examines the impact of socio-economic factors on technical efficiency. | Spain | construction industry | BCC |
| [36] | This study aims to compare the efficiency and productivity of Chinese, Japanese, and Korean construction firms between 2005 and 2011. | China、 Japan and Korea |
32 Construction firms |
Malmquist index |
| [32] | This paper investigates the impact of internationalization and diversification strategies on the financial performance of construction companies. | Spain、 Portugal |
90,875 Construction companies | CCR |
| [28] | This paper aims to develop a simultaneous measurement of overall performance and its two dimensions of efficiency and effectiveness. | China | 31 provinces | Two-stage DEA |
| [13] | This paper analyzes the CSR efficiency of construction companies from 2012 to 2016. | China | 55 listed construction companies | Three-stage DEA |
| [34] | This paper aims to investigate the regional sustainable performance of the real estate industry from 2007 to 2013. | China | 30 provinces | Three-stage network DEA |
| [29] | This paper aims to measure the evolution of the destocking performance of the Real Estate Industry. | China | 62 central cities and other regions | Malmquist index |
| [30] | This paper evaluates the green productivity of real estate companies statically and dynamically. | China | 15 real estate companies | SBM、 Malmquist index |
| [17] | This study mainly investigates the total factor productivity of the real estate industry from 2007 to 2016. | China | 30 provinces | Malmquist index |
| [31] | This study measures the innovation efficiency of construction companies and investigates the relationship between innovation efficiency and OSH regulations. | Korea | 90 construction companies | BCC |
| Variables | Description | Unit | Reference |
|---|---|---|---|
| Inputs | |||
| Operating expenses | The expenses incurred through each construction company's operating activities within the statistical year. |
1,000 TWD | [10,11,15,33] |
| Employee | The human capital of each construction company within the statistical year. | Number of people | [12,13,14,15,17,18,19,28,29,30,33,34,36] |
| Outputs | |||
| Revenue | The income is received from the operating activities of each construction company within the statistical year. |
1,000 TWD | [12,14,15,17,18,27,30,31,33,34,35,36] |
| Market value | The value of each construction company within the statistical year is the total outstanding shares multiplied by the price per share. | 1,000 TWD | [53,54,55,56] |
| Carryover | |||
| Total asset | The resources controlled or owned by each construction company within the statistical year. | 1,000 TWD | [10,12,15,17,18,19,28,29,30,32,33,34,36] |
| Year | Variable Unit | Mean | Max. | Min. | SD. | K-S test p-value |
|
|---|---|---|---|---|---|---|---|
| 2004-2015 | CARRYOVER | Total Asset | 20,399,651 | 513,765,929 | 67,456 | 49,205,101 | p<0.01 |
| INPUT | Operating Expenses | 505,458 | 4,362,085 | 8,255 | 677,382 | p<0.01 | |
| Employee | 409 | 8,777 | 6 | 1,081 | p<0.01 | ||
| OUTPUT | Market Value | 7,591,330 | 68,896,213 | 40,600 | 10,439,035 | p<0.01 | |
| Revenue | 5,375,358 | 93,388,930 | 447 | 10,610,906 | p<0.01 | ||
| 2004 | CARRYOVER | Total Asset | 7,565,555 | 30,612,058 | 357,002 | 8,066,572 | |
| INPUT | Operating Expenses | 286,164 | 1,421,472 | 24,278 | 324,750 | ||
| Employee | 165 | 1,130 | 9 | 259 | |||
| OUTPUT | Market Value | 3,931,228 | 32,467,694 | 144,400 | 5,748,799 | ||
| Revenue | 2,564,752 | 14,682,404 | 8,910 | 3,449,044 | |||
| 2005 | CARRYOVER | Total Asset | 12,099,505 | 190,832,588 | 295,297 | 29,037,141 | |
| INPUT | Operating Expenses | 371,649 | 2,113,411 | 14,589 | 497,708 | ||
| Employee | 288 | 1,788 | 7 | 498 | |||
| OUTPUT | Market Value | 3,517,519 | 24,019,468 | 116,926 | 4,684,949 | ||
| Revenue | 4,421,445 | 59,952,117 | 7,288 | 9,589,124 | |||
| 2006 | CARRYOVER | Total Asset | 14,073,131 | 217,834,482 | 333,846 | 33,196,029 | |
| INPUT | Operating Expenses | 440,388 | 2,219,759 | 20,576 | 579,230 | ||
| Employee | 320 | 2,308 | 9 | 558 | |||
| OUTPUT | Market Value | 7,613,964 | 38,762,451 | 119,799 | 9,224,576 | ||
| Revenue | 5,486,979 | 59,084,516 | 6,849 | 10,027,593 | |||
| 2007 | CARRYOVER | Total Asset | 15,668,296 | 243,932,850 | 377,687 | 37,217,774 | |
| INPUT | Operating Expenses | 471,300 | 2,429,040 | 17,486 | 587,736 | ||
| Employee | 334 | 2,364 | 9 | 599 | |||
| OUTPUT | Market Value | 6,742,407 | 55,630,640 | 102,068 | 9,801,478 | ||
| Revenue | 5,905,852 | 71,902,022 | 4,311 | 11,603,301 | |||
| 2008 | CARRYOVER | Total Asset | 16,704,320 | 256,563,380 | 565,971 | 39,304,494 | |
| INPUT | Operating Expenses | 451,394 | 2,461,484 | 18,642 | 582,777 | ||
| Employee | 451 | 7,746 | 11 | 1,245 | |||
| OUTPUT | Market Value | 3,077,756 | 16,917,873 | 51,310 | 3,785,155 | ||
| Revenue | 5,974,117 | 93,388,930 | 6,098 | 14,590,413 | |||
| 2009 | CARRYOVER | Total Asset | 18,424,987 | 298,661,093 | 314,939 | 45,762,671 | |
| INPUT | Operating Expenses | 473,080 | 2,884,978 | 17,404 | 657,306 | ||
| Employee | 470 | 8,256 | 9 | 1,325 | |||
| OUTPUT | Market Value | 8,338,648 | 50,011,916 | 56,070 | 10,521,434 | ||
| Revenue | 5,728,271 | 77,054,529 | 7,145 | 12,238,482 | |||
| 2010 | CARRYOVER | Total Asset | 20,499,210 | 332,823,105 | 260,662 | 50,962,571 | |
| INPUT | Operating Expenses | 522,998 | 2,786,296 | 15,539 | 726,323 | ||
| Employee | 463 | 8,777 | 6 | 1,386 | |||
| OUTPUT | Market Value | 10,784,411 | 55,451,066 | 67,200 | 13,403,065 | ||
| Revenue | 5,577,582 | 50,892,148 | 10,189 | 9,370,187 | |||
| 2011 | CARRYOVER | Total Asset | 23,802,942 | 363,937,987 | 233,237 | 56,101,951 | |
| INPUT | Operating Expenses | 557,832 | 2,953,826 | 11,774 | 751,909 | ||
| Employee | 473 | 7,815 | 7 | 1,266 | |||
| OUTPUT | Market Value | 6,988,937 | 36,643,068 | 48,090 | 8,818,972 | ||
| Revenue | 5,949,557 | 67,769,843 | 10,340 | 11,216,922 | |||
| 2012 | CARRYOVER | Total Asset | 27,289,835 | 421,631,217 | 67,456 | 65,125,582 | |
| INPUT | Operating Expenses | 612,433 | 4,362,085 | 13,233 | 910,910 | ||
| Employee | 473 | 7,815 | 6 | 1,266 | |||
| OUTPUT | Market Value | 9,701,175 | 59,777,575 | 40,600 | 12,334,021 | ||
| Revenue | 5,973,852 | 91,043,785 | 447 | 14,342,822 | |||
| 2013 | CARRYOVER | Total Asset | 30,907,529 | 455,509,421 | 606,556 | 70,653,851 | |
| INPUT | Operating Expenses | 691,194 | 3,793,422 | 11,489 | 844,259 | ||
| Employee | 488 | 7,815 | 6 | 1,265 | |||
| OUTPUT | Market Value | 11,370,469 | 68,896,213 | 521,272 | 13,316,573 | ||
| Revenue | 7,416,686 | 71,023,298 | 60,914 | 12,304,434 | |||
| 2014 | CARRYOVER | Total Asset | 34,193,889 | 513,765,929 | 609,515 | 79,155,427 | |
| INPUT | Operating Expenses | 590,493 | 2,927,776 | 8,255 | 701,977 | ||
| Employee | 495 | 7,815 | 6 | 1,265 | |||
| OUTPUT | Market Value | 10,454,865 | 60,105,226 | 662,599 | 12,874,811 | ||
| Revenue | 4,716,964 | 37,515,171 | 9,850 | 6,783,894 | |||
| 2015 | CARRYOVER | Total Asset | 23,566,612 | 114,195,943 | 619,937 | 26,650,414 | |
| INPUT | Operating Expenses | 596,566 | 2,989,867 | 8,795 | 741,252 | ||
| Employee | 491 | 7,815 | 11 | 1,254 | |||
| OUTPUT | Market Value | 8,574,579 | 59,707,533 | 471,091 | 11,408,340 | ||
| Revenue | 4,788,241 | 34,638,039 | 23,596 | 6,819,592 | |||
| Total Asset | Operating Expenses | Employee | Market Value | Revenue | |
|---|---|---|---|---|---|
| Total Asset | 1.000 | ||||
| Operating Expenses | 0.657** | 1.000 | |||
| Employee | 0.807** | 0.647** | 1.000 | ||
| Market Value | 0.326** | 0.617** | 0.198** | 1.000 | |
| Revenue | 0.807** | 0.795** | 0.720** | 0.400** | 1.000 |
| Year | 2004 | 2005 | 2006 | 2007 | 2008 | 2009 | Pre QE Mean | 2010 | 2011 | 2012 | 2013 | 2014 | 2015 | PostQE Mean |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Mean | 0.445 | 0.442 | 0.526 | 0.571 | 0.585 | 0.628 | 0.535 | 0.625 | 0.670 | 0.641 | 0.589 | 0.587 | 0.559 | 0.612 |
| Max | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
| Min | 0.017 | 0.010 | 0.015 | 0.028 | 0.036 | 0.023 | 0.022 | 0.026 | 0.104 | 0.019 | 0.033 | 0.009 | 0.047 | 0.040 |
| SD. | 0.375 | 0.383 | 0.399 | 0.382 | 0.384 | 0.354 | 0.380 | 0.357 | 0.336 | 0.348 | 0.391 | 0.344 | 0.333 | 0.352 |
| DSBM in different time effect | BeforeQE | After QE | BeforeQE | AfterQE | BeforeQE | AfterQE | K-S Test (Non-parametric) |
One-Way ANOVA (parametric) |
|---|---|---|---|---|---|---|---|---|
| Mean | Mean | Std. Dev. | Std. Dev. | Df | df | p-value | p-value | |
| QE One year lagging | 0.533 | 0.612 | 0.382 | 0.350 | 258 | 258 | p < .01 | p < .05 |
| QE Two years lagging | 0.546 | 0.609 | 0.380 | 0.350 | 301 | 215 | p < .05 | p < .10 |
| QE Three years lagging | 0.562 | 0.594 | 0.376 | 0.353 | 344 | 172 | p > .10 | p > .10 |
| BP | ||||
|---|---|---|---|---|
| Variable | Model 1 | Model 2 | Model 3 | Model 4 |
| Control variables | ||||
| SIZE | 0.224*** | 0.215*** | 0.222*** | 0.245*** |
| ROA | 0.045 | 0.041 | 0.039 | 0.029 |
| Independent variable | ||||
| QE | 0.078* | 0.076* | 0.073* | |
| Moderator | ||||
| DebtRatio | -0.022 | -0.051 | ||
| Interaction term | ||||
| QE x DebtRatio | -1.18*** | |||
| R-squared |
0.053 0.053*** |
0.059 0.006* |
0.059 0.000 |
0.072 0.013*** |
| F-statistic | 14.330*** | 3.225* | 0.228 | 7.078*** |
| Simple slope b | Std. Error | t-value | df | p-value | |
|---|---|---|---|---|---|
| High Debt Ratio | 0.450 | 0.046 | 9.759 | 516 | 0.000 |
| Low Debt Ratio | 0.610 | 0.045 | 13.626 | 516 | 0.000 |
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