Turkish Journal of Computer and Mathematics Education Vol.12 No.

10 (2021),6046- 6050
Research Article
Economic Value Added (EVA) And Market Value Added (MVA) Towards Value
Creation

Yap Voon Choong1, Saravanan Muthaiyah2,

Faculty of Management, Multimedia University
[email protected], [email protected]

Article History: Received: 11 January 2021; Revised: 12 February 2021; Accepted: 27 March 2021; Published
online: 28 April 2021

Abstract. : The well-known value-based performance measures are Economic Value Added (EVA) and Market
Value Added (MVA). EVA and MVA can help managers and shareholders to measure company’s performance
in order to create wealth. The main objective of this study is to examine the relationship between EVA and MVA
in creating shareholders ‘value. This study has analyzed the performance of 476 public listed companies in Bursa
Malaysia. The companies represent 8 sectors and covers data for 10 years period (2007-2016). The findings seem
to show a significant relationship between EVA and MVA for Malaysian firms. However, Malaysian firms indeed
need some reliable measures that could evaluate their performance thoughtfully and assist investors to make right
investment decisions and capital allocation.
Keywords: Economic Value Added, Market Value Added, Value-Based Performance Measures, Shareholders’
Value, Malaysia.

1. Introduction
Value-based performance measures such as EVA and MVA are an improved measurements from traditional
financial measures such as net profit margin (NPM), return on equity (ROE), retun on assets (ROA), price-
earnings (P/E) ration, and earnings per share (EPS). EVA pays off the risk taken by the shareholders for
investments, whereas MVA helps shareholders to make profit from an investment (Panigrahi, et al., 2014). These
value-based performance measures are better than traditional financial measures in determining the performance
of a firm because it does incorporate the full cost of capital that helps manager and investors to make rightful
investment decision and allocation of resources decision (sharma, and kumar, 2010; Sikdar, 2013; Ismail, 2011).
EVA and MVA are commonly studied in developed countries, but there are very few studies done in developing
countries like Malaysia (sharma, and kumar, 2010). The relationship between EVA and MVA up to today are
found to have mixed results i.e. either positive or negative relationship, so there exists a research gap, therefore,
there is a need to study this relationship of EVA and MVA in Malaysian firms. The main objective of this study
is to examine the association of EVA and MVA in creating shareholders’ value. In fact, this study will definitely
provide insightful benefits to shareholders and managers in making business and finance decisions.
2. Literature Review
2.1 Concept of EVA and MVA
One of the main value-based performance measures that received high attention to measure the corporate
performance and shareholders’ value maximization is EVA, that was initially introduced by Stern Stewart and
Company consulting group as a management tool to calculate the economic value of a company in order to ease
the managerial decision making (Chen, and Dodd, 1997).
Stewart mentioned that EVA is used to estimate the economic profit generated by the firm or another variant of
residual income (Uyemura, et al., 1996). The economic profits are incorporated with all forms of cost of capitals
that is debt and equity. Similarly, residual income is the adjusted value of equity equivalent reserves to both
operating profit and capital charges. Therefore, EVA simply means the profit after cost of capital (Krupasindhu,
et al., 2015).
Basically, EVA focused on monitoring, compensating, communicating effectively, and improving all
management decision in order to create value for shareholder’s investment (Panigrahi, et al., 2014). EVA is
defined as “a financial measure based on operating income after tax, investment in asset to generate the income,
and the cost of the investment in assets (WACC)” (Sekyere, 2016). EVA is an undeniable measure that is very
much focused on liquidation of a company, as it provides accurate result of shareholder’s return (Krupasindhu, et
al., 2015).
EVA creates value to the company when there is an increase in operating profits without requiring additional
capital, decrease the use of capital in same operation level, or invests in projects that earn more than the cost of
capital (Chen, and Dodd, 1997). MVA is another form of value-based performance measures that shared the same
goal as EVA, that is creating shareholders’ value (Byrne and Stewart, 1992). Both EVA and MVA can sufficiently
consider the true cost of capital and assist shareholders in making better investment decisions (Sekyere, 2016;
Byrne, and Stewart, 1992). MVA is basically the difference between the company’s current market value

6046
 Yap Voon Choong1, Saravanan Muthaiyah2,

(determined by its’ stock price) and its’ economic book value as presented in balance sheet (Ikbar, and Dewi,
2015).
In addition, MVA is used to measure the firm value through market’s assessment (Vijayakumar, 2011). MVA has
a similar meaning with market-to-book ratio but the only difference here is that MVA is an absolute measure
whereas, market-to-book ratio is a relative measure (Thenmozhi, 2000). This means when MVA is positive, the
market-to-book ratio will indicate value that is less than one. Based on Stern Stewart‘s model, when the total
market value of a company exceeds the amount of capital invested, the company is said to have managed to create
shareholders’ value. When the company’s market value is less than the capital invested, the company has
destroyed shareholders’ value.

Since the prior literature show mixed results about the associationship between EVA and MVA, therefore, there
still exists research gap which needs to be investigated particularly from the Malaysian context as there is limited
evidence in this regard.

Problem Statment:
Value creation in an organization is inherently positive, and it involves a set of competencies and capabilities at
different levels, because they have a predominantly determining role in the transformation of assets and processes,
but in order to effectively create value, it is essential for companies to define their goals in terms of value creation
for whom and how to measure the same.
It is posited that there is an urgent need for Malaysian firms to apply the value-based models to fully assess their
firms‘ performance rather than depending on outdated and ineffective traditional approaches. Since there are few
studies using value-based management techniques such as EVA and MVA to explore value creation for
shareholders of publicly listed firms in Malaysia, these valuation models can be fully tested in this part of the
world. This provides opportunity to explore further in this area and review the possible benchmarking for
shareholders value creation.
Research objective:
To examine the applications of corporate value based management tool in value creation and maximization of
shareholders wealth in publicly listed firms of Bursa Malaysia.

Hypothesis Development:
H1: There is value creation in Malaysian listed firms.
H2: Malaysian firms do maximize value for their shareholders.

2.2 Empirical Studies on EVA and MVA

There is some evidence that studies on EVA and MVA in Malaysia has been conducted since 1992, but there
are few studies conducted in the subsequent years. In 1992 to 1996, the study on 100 largest non-financial listed
companies in Malaysia showed the result of EVA and MVA to be both positively and negatively correlated (Isa,
and Lo, 2001). These studies further explained positive EVA reflects the future profits (value creators), whereas
negative EVA indicates the loss in a firm (value destroyers). A positive EVA could have a positive MVA when
the stock market expects to perform better in the future. Otherwise, a negative MVA is resulted when market
expects the company to face poorer prospects. This is rather inconsistent with the normal expectations, and these
studies concluded that positive EVA has higher correlation with MVA (Isa, and Lo, 2001).
The study on construction companies between the perriod of 2002 to 2012 had proven that the value-based
performance measures are an excellent performance measurement tool in motivating managers to increase their
performance (Panigrahi, et al., 2014). The correlation analysis showed that a negative MVA leads to negative
EVA on year to year basis, with strong correlation of 62.4% (Panigrahi, et al., 2014). However, another study on
construction companies from 2003-2012, found to have no significant relationship between EVA and MVA as
their correlation was found to be -15.8% (Panigrahi, et al., 2014).
The reason for weak or negative EVA may be explained because the company has poor management where the
value of net operating profit after tax is negative or very small. By other means, the company’s management on
sales and operating expenses are extremely weak. In order to encounter this matter, it is recommended to the
managers to pay more attention on optimal capital structure and improve strategic and scenario planning (Yahaya,
and Mahmood, 2011).
Another study on Malaysian construction sector between 2003 and 2012 found to have a strong impact on EPS,
EVA and management’s dividend payout decisions; and the shareholders’ value creation. These result in a
significant support of EVA; as an increase in EVA will increase the shareholders’ wealth. However, MVA was
found to have negative relationship with shareholders’ value creation that was contradicting with the theory of
increases in stock market value and efficiency will also increase shareholders’ value (Panigrahi, 2016). Actually,
MVA can be a very useful measure to analyze the stock returns of a company listed in Bursa Malaysia. While the
use of both MVA and traditional accounting measures, it will be more accurate in evaluating the company’s

6047
 Economic Value Added (EVA) And Market Value Added (MVA) Towards Value Creation

performance, eventually helping managers to make business and investment decisions through cost of capital
(debt and equity) and the capital returns (Nakhaei, 2016).
3. Research Methodology
This study highlights the relationship between EVA and MVA in Malaysia based on 8 selected sectors, out of
10 sectors, that are categorized according to Bursa Malaysia. They are construction, consumer product, hotel,
industrial product, plantation, properties, technology and trading/services. However, finance and IPC sectors have
been excluded from this study because finance sector has special regulation imposed by the central bank that may
affect its financial characteristics and the use of leverage whereas IPC sector has insufficient data required. All
the financial data was collected from Bloomberg Professional Service through Bloomberg Terminal. There are a
total of 476 public listed companies selected as sample for a period of 10 years ranging from 2007 to 2016. After
excluding the companies that have missing values, the total number of observations is 4,760. EViews and
Microsoft Excel were used for data entry and analysis.
EVA is defined as the surplus of NOPAT with adjustment for capital charge, whereas Net Operating Profit After
Tax (NOPAT) represents the profit after depreciation and taxes but before interest costs while capital charge is
the multiplication of Weighted Average Cost of Capital (WACC) and invested capital, as shown in the formula
below (Chen, and Dodd, 1996).
EVA = NOPAT – (Invested Capital * WACC). (1)
MVA is the difference between company’s market and book value of shares. In a public limited company, the
market value is considered as market value of its equity (number of outstanding shares multiply by the share price)
plus book value of debt. Capital employed is the book value of investments that made-up of debt and equity
(Vijayakumar, 2011). Therefore, with the assumption that the debt in both market value and book value are equal,
MVA is simplified as market value of its equity minus the book value of its equity, as shown in the formula below
(Thenmozhi, 2000).
MVA = (No. of Outstanding Shares * Share Price) – Total Common Equity. (2)
4. Findings
There are several statistical tests and analyses performed to obtain the results for this study. The empirical test in
this study is explored through Econometric Views (EViews). First, a descriptive statistics is conducted for both
EVA and MVA as shown in Table 1. The Trading and Services sector is having the highest mean value for EVA,
whereas Plantation sector has the highest mean value for MVA. However, Consumer Product sector and Industrial
sector have the lowest mean value for EVA and MVA, respectively. It is also observed that the mean value of
EVA is negative in all sectors and all MVA values are positive except Hotel and Properties sector. Eventually, it
showed that the relationship between EVA and MVA is negative.
Pearson Correlation analysis is carried out between EVA and MVA which is presented in

Table 2. The results reveal that out of 8 sectors, 4 sectors (Consumer Product, Hotel, Industrial, Technology) are
having positive correlation while another 4 sectors (Construction, Plantation, Properties, Trading/Services) are
having negative correlation. Overall, negative or weak relationship between EVA and MVA is indicated.
Based on the Ordinary Least Square (OLS) method conducted using Eviews 8 and the results are presented in
Table 3. From the results, it is observed that in Plantation and Technology sector, the result does not show any
significance. Only 6, out of 8, sectors, the results are significant. It is clear that only 6 sectors in Malaysia have
a significant relationship between EVA and MVA.
Overall, it is found that there is a weak relationship between EVA and MVA in Malaysiaan context. This is
proven as the p-value is zero which is less than the probability of 0.05. Hence, the alternate hypothesis is accepted.
In conclusion, the relationship of EVA and MVA in Malaysia public listed companies is negatively significant at
0.05.
Table 1: Descriptive Statistics on EVA and MVA
MEAN STD DEV.
(RM Million) (RM Million) NO. OF
SECTOR
COMPANIES
EVA MVA EVA MVA
Construction -36.24 201.99 204.09 870.52 28
Consumer Product -5.36 600.89 233.26 2,416.26 69
Hotel -90.52 -88.60 136.52 906.11 3
Industrial -11.22 34.43 76.68 590.37 156
Plantation -22.83 827.95 106.97 2,589.12 28
Properties -35.84 -94.06 73.45 472.26 59
Technology -9.59 71.38 43.03 231.84 25
Trading/Services -123.54 685.34 2,128.11 3,495.32 108

6048
 Yap Voon Choong1, Saravanan Muthaiyah2,

Table 2: Correlation analysis of EVA and MVA

SECTOR VARIABLE EVA
Construction MVA -0.2802
Consumer Product MVA 0.3863
Hotel MVA 0.7272
Industrial MVA 0.3568
Plantation MVA -0.0407
Properties MVA -0.1643
Technology MVA 0.0681
Trading/Services MVA -0.115
Overall MVA -0.0797
Table 3: Regression Output of EVA and MVA
Standard
SECTOR Coefficient t-Statistic Probability Decision Conclusion
Error
Construction -0.0657 0.0135 -4.8672 0.0000* Reject Ho Significant
Consumer Product 0.0373 0.0034 10.9864 0.0000* Reject Ho Significant
Hotel 0.1096 0.0195 5.6066 0.0000* Reject Ho Significant
Industrial 0.0463 0.0031 15.0766 0.0000* Reject Ho Significant
Plantation -0.0017 0.0025 -0.6787 0.4979 Accept Ho Not Significant
Properties -0.0256 0.0063 -4.0387 0.0001* Reject Ho Significant
Technology 0.0126 0.0118 1.0748 0.2835 Accept Ho Not Significant
Trading/Services -0.0700 0.0184 -3.7999 0.0002* Reject Ho Significant
Overall -0.0392 0.0071 -5.5151 0.0000* Reject Ho Significant
*statistically significant at 5%.

The coefficient of determination known as R-squared in Table 4 shows that 0.64% of EVA can be explained in
the variation of MVA, where the remaining 99.4% are affected by other factors.
Table 4: R-squared and Adjusted R-squared
SECTOR R-squared Adjusted R-squared
Construction 0.0785 0.0752
Consumer Product 0.0373 -27.7733
Hotel 0.5289 0.5121
Industrial 0.1273 0.1268
Plantation 0.0017 -0.0019
Properties 0.0270 0.0253
Technology 0.0046 0.0006
Trading/Services 0.0132 0.0123
Overall 0.0064 0.0061
5. Conclusion and Recommendation
Value-based performance measures, that are EVA and MVA have been proven as an excellent performance
measurement tool for managers and investors to make business decision. This study examined 8 selected sectors,
with 476 public listed companies from 2007 to 2016 in Malaysia. The findings of negative EVA leads to positive
MVA, and vice versa; hence, there is a negative significant relationship between EVA and MVA. This result is
supported by Pearson Correlation analysis to point out that there is a negative correlation between EVA and MVA
at -0.0797.
Although the R-squared is low in all sectors, except hotel sector (52.89%), this does not means that the result is
unreliable, since EVA and MVA are statistically significant. A low R-squared can be affected by the behavior of
the firm such as employees’ attitude, management of the company, and book-keeping record. These unpredictable
factors may have affected the company’s firm value which may be needed to take into account.
On top of that, both EVA and MVA did play a vital role where they assist managers and investors in making
internal and external oriented decision for year-to-year and long-term changes in value (Dierks and Patel , 2012).
EVA helps to manage the capital and cash flow generated from the company while MVA foresees the market’s
perception of the growth opportunities’ value (Dierks, and Patel, 2012). If EVA or MVA is being used on its own,
the result will be less satisfying and managers might face difficulties in solving business problems. The negative
relationship between EVA and MVA supported that the ability of managers using the capitals are adverse.

6049
 Economic Value Added (EVA) And Market Value Added (MVA) Towards Value Creation

Investors also have to be alert while making an investment decision though MVA is positive, but EVA is negative
as the company might not make real profit; vice versa. In conclusion, EVA and MVA have to be taken into
consideration while making decision for the company.
For future reference, researchers plan to constantly experiment the suitable performance measures such as cash
flow return on investment, shareholder value added, cash value added and financial value added that is appropriate
to use to enhance shareholders’ value.
6. Acknowledgement
This research was supported by the Ministry of Higher Education (MOHE), Malaysia, under Fundamental
Research Grant Scheme [FRGS/1/2015/SS01/MMU/02/4]. The authors are grateful for the financial support
received from the MOHE.

References
1. S. K. Panigrahi, Y. Zainuddin, and N. A. Azizan, “Investigating Relationship between EVA and MVA
of Selected Construction Companies in Malaysia,” Int. J. Bus. Manag., vol. 2, no. 6, pp. 136–141, 2014.
2. A. K. Sharma and S. Kumar, “Economic Value Added (EVA) - Literature Review and Relevant Issues,”
Int. J. Econ. Financ., vol. 2, no. 2, pp. 200–220, 2010.
3. A. Sikdar, “Value Based Performance Indicators Versus Accounting Earnings Based Performance
Indicators – A Case Study with Reference to ONGC,” Financial Management: The Management
Accountant, no. November, pp. 1343–1349, 2013.
4. I. Ismail, “Company performance in Malaysia after the 1997 economic crisis: Using Economic Value
Added (EVA) as a predictor,” African J. Bus. Manag., vol. 5, no. 7, pp. 3012–3018, 2011.
5. S. Chen and J. L. Dodd, “Economic Value Added (EVA): An Empirical Examination of a New Corporate
Performance Measure,” J. Manag. Issues, vol. 9, no. 3, pp. 318–333, 1997.
6. D. G. Uyemura, C. C. Kantor, J. M. Pettit, and S. Stewart, “EVA for Banks: Value Creation, Risk
Management, and Profitability Measurement,” J. Appl. Corp. Financ., vol. 9, no. 2, pp. 94–113, 1996.
7. S. P. Krupasindhu, Y. Z. Bin, and N. A. Azlinna, “Empirical Analysis on Impact of Economic Value
Added on Shareholder ’ s Value : A Perspective from Malaysian Construction Companies,” Aust. J. Basic
Appl. Sci., vol. 9, no. 2, pp. 64–72, 2015.
8. G. O. Sekyere, “Empirical Forecasting of Returns during the Great Recession through Economic Value
Added,” Walden University, 2016.
9. S. F. O. Byrne and S. Stewart, “Eva® and Market Value,” J. Appl. Corp. Financ., vol. 9, no. 1, pp. 116–
125, 1992.
10. M. M. Ikbar and A. S. Dewi, “The Analysis of Effect of Economic Value Added ( EVA ) and Market
Value Added ( MVA ) on Share Price of Subsector Companies of Property Incorporated in LQ45
Indonesia Stock Exchange in Period of 2009-2013,” Int. J. Sci. Res., vol. 4, no. 4, pp. 2310–2314, 2015.
11. A. Vijayakumar, “Economic Value Added ( EVA ) and Shareholders Wealth Creation : A Factor Analytic
Approach,” Res. J. Financ. Account., vol. 2, no. 12, pp. 22–38, 2011.
12. M. Thenmozhi, “Market Value Added and Share Price Behaviour: An Empirical Study of BSE SENSEX
Companies,” Delhi Bus. Rev., vol. 1, no. 1, pp. 1–11, 2000.
13. M. Isa and W. Lo, “Economic Value Added in the Malaysian Listed Companies: A Preliminary
Evidence,” Cap. Mark. Rev., vol. 9, no. 1 & 2, pp. 83–110, 2001.
14. S. K. Panigrahi, Y. Zainuddin, and N. A. Azizan, “Investigating Relationship Between Economic Value
Added, Market Value Added and Shareholder’s Wealth Creation,” in The third International Conference
on Entrepreneurship and Business Management, 5-6 September 2014 , Penang, Malaysia, 2014.
15. N. H. Yahaya and W. M. W. Mahmood, “Creating Wealth for Shareholders: Evaluating the Performance
of the Malaysia Property Companies,” Int. Rev. Bus. Res. Pap., vol. 7, no. 2, pp. 269–281, 2011.
16. S. K. Panigrahi, “The Influence of Traditional and Value Based Performance Measures on Shareholder
’ S Value Creation of Malaysian Listed Construction Companies,” University Malaysia Pahang, 2016.
17. H. Nakhaei, “Market value added and traditional accounting criteria : Which measure is a best predictor
of stock return in,” Iran. J. Manag. Stud., vol. 9, no. 2, pp. 433–455, 2016.
18. P. A. Dierks and A. Patel, “What is EVA, and how can it help your company?,” Mangement Account.,
vol. 3, no. 11, pp. 52–58, 2012.

6050