A Test of Market Efficiency When Short Selling Is Prohibited: A Case of the Dhaka Stock Exchange
Abstract
:1. Introduction
2. Data and Methodology
2.1. Data
2.2. Methodology—Calculating Runs and Testing for Statistical Independence
2.3. Methodology—Monte Carlo Simulation and Forming Expectations
2.4. Methodology—The Distribution of n Day Runs and Implications for the Short Selling Ban
3. Empirical Results
3.1. Results for Statistical Independence of Index Returns
3.2. Run Results for Individual Stock Returns
3.3. Further Tests of Robustness—Causality
4. Concluding Remarks
Author Contributions
Funding
Acknowledgments
Conflicts of Interest
References
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1 | For a list of global short selling regulations, see Jain et al. (2013). |
2 | Swidler (1988) provides one early empirical study of the effect of short shale restrictions on stock prices and the further effect when there is option trading. He shows that with heterogeneous expectations, estimation risk is more important than short selling restrictions in explaining asset returns. Moreover, for stocks with listed options, investors can synthetically sell short via long puts or short calls. The evidence finds that for stocks with listed options, only estimation risk is important in determining asset returns. |
3 | Still another study that looks across regime changes is Wang (2014). He finds that when Chinese regulators lifted the short selling ban on 90 stocks in 2010, they experienced a significant price decline. Moreover, the price declines were positively related to the amount of short selling and is consistent with the notion that short selling can be used as a mechanism to correct for overvaluation. |
4 | While a short selling ban appears to affect both tails of the runs distribution, the tests depend on the success rate, the percentage of positive returns observed. For all DSE stocks, the success rate is less than 50%, while for all Dow Jones stocks the success rate is greater than 50%. Thus, it may be that a short selling ban affects the success rate itself causing these markets to exhibit negative returns more frequently. It should be noted that theory does not give any guidance to what the success rate must be if markets are efficient and follow some type of Markov process. Indeed, it can be shown that if stock prices follow some type of geometric Brownian motion, the success rate increases with the stock returns drift term and decreases with idiosyncratic risk and can theoretically be greater or less than 50%. |
Indices/Sample Stocks | Period | Average Proportion of Positive Returns | Average Proportion of Negative Returns |
---|---|---|---|
DSEX | January 2002–December 2014 | 52.70% | 47.30% |
DJIA | January 2002–December 2014 | 53.06% | 46.94% |
21 DSE Stocks | January 1999–December 2014 | 46.33% | 53.67% |
29 Dow Jones Stocks | January 1999–December 2014 | 51.13% | 48.87% |
−5 | 5 | −6 | 6 | −7 | 7 | −8 | 8 | −9 | 9 | −10+ | 10+ |
---|---|---|---|---|---|---|---|---|---|---|---|
3.14% | 3.13% | 1.56% | 1.56% | 0.78% | 0.78% | 0.39% | 0.39% | 0.20% | 0.20% | 0.10% | 0.10% |
3.13% * | 4.69% | 5.47% | 5.86% | 6.06% | 6.16% |
Indices | Actual Number of Runs | Lower Tail, 95% CI | Upper Tail, 95% CI |
---|---|---|---|
DSEX | 1334 | 1497 | 1609 |
DJIA | 1727 | 1573 | 1685 |
CI 46.33% | LB 55 UB 87 | 113 155 | 221 278 | 426 501 | 494 577 | 223 279 | 95 135 | 40 68 |
---|---|---|---|---|---|---|---|---|
Stocks | −4 | −3 | −2 | −1 | 1 | 2 | 3 | 4 |
Square Pharma | 78 | 112 | 247 | 367 | 430 | 229 | 95 | 63 |
Heidelberg | 73 | 141 | 235 | 399 | 467 | 231 | 114 | 60 |
Shinepukur | 78 | 143 | 235 | 312 | 429 | 247 | 107 | 44 |
National Bank | 75 | 133 | 222 | 348 | 390 | 235 | 118 | 61 |
Beximco Pharama | 76 | 142 | 244 | 299 | 401 | 223 | 119 | 64 |
Fu-Wang Ceramic | 71 | 144 | 226 | 356 | 430 | 246 | 113 | 54 |
Olympic Industries | 72 | 125 | 238 | 401 | 464 | 252 | 115 | 55 |
Apex Foods | 90 | 146 | 239 | 368 | 466 | 264 | 106 | 53 |
ACI | 78 | 130 | 255 | 378 | 469 | 254 | 106 | 49 |
Aramit Limited | 81 | 132 | 208 | 356 | 412 | 236 | 95 | 65 |
BATBC | 62 | 138 | 232 | 400 | 427 | 236 | 115 | 56 |
Islami Bank | 70 | 100 | 212 | 382 | 390 | 221 | 101 | 62 |
Padma Oil | 38 | 79 | 180 | 320 | 330 | 188 | 56 | 46 |
Confidence Cement | 82 | 139 | 209 | 391 | 463 | 231 | 114 | 68 |
Square Textile | 49 | 108 | 180 | 305 | 346 | 155 | 80 | 45 |
Keya Cosmetics | 71 | 109 | 186 | 310 | 346 | 185 | 87 | 46 |
Bangladesh Lamps | 79 | 149 | 260 | 381 | 480 | 250 | 116 | 60 |
Monno Ceramic | 79 | 130 | 253 | 399 | 495 | 250 | 98 | |
Quasem Drycells | 83 | 115 | 208 | 325 | 399 | 243 | 95 | 47 |
Meghna Cement | 87 | 148 | 242 | 362 | 450 | 256 | 104 | 59 |
Bata Shoes | 67 | 137 | 253 | 430 | 509 | 217 | 119 | 57 |
CI 46.33% | LB 0 UB 10 | 0 5 | 0 7 | 2 11 | 5 18 | 12 29 | 27 49 | 16 34 | 6 19 | 1 10 | 0 6 | 0 4 | 0 2 | 0 4 |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Stocks | −11+ | −10 | −9 | −8 | −7 | −6 | −5 | 5 | 6 | 7 | 8 | 9 | 10 | 11+ |
Square Pharma | 2 | 1 | 3 | 8 | 16 | 20 | 39 | 24 | 27 | 12 | 6 | 0 | 2 | 5 |
Heidelberg | 0 | 2 | 4 | 3 | 13 | 26 | 38 | 25 | 21 | 8 | 4 | 3 | 1 | 1 |
Shinepukur | 7 | 1 | 8 | 8 | 16 | 27 | 42 | 24 | 13 | 9 | 1 | 2 | 0 | 0 |
National Bank | 3 | 2 | 2 | 7 | 19 | 27 | 38 | 38 | 17 | 7 | 6 | 2 | 2 | 0 |
Beximco Pharama | 7 | 3 | 5 | 11 | 15 | 19 | 43 | 28 | 15 | 11 | 0 | 0 | 1 | 2 |
Fu-Wang Ceramic | 5 | 2 | 11 | 5 | 14 | 22 | 41 | 31 | 10 | 9 | 5 | 0 | 0 | 0 |
Olympic Industries | 0 | 1 | 5 | 4 | 14 | 22 | 57 | 25 | 17 | 3 | 6 | 2 | 0 | 0 |
Apex Foods | 0 | 1 | 8 | 9 | 14 | 18 | 40 | 20 | 12 | 6 | 5 | 1 | 0 | 0 |
ACI | 4 | 2 | 4 | 9 | 14 | 22 | 36 | 19 | 17 | 10 | 4 | 3 | 0 | 1 |
Aramit Limited | 1 | 1 | 4 | 3 | 8 | 29 | 33 | 30 | 9 | 6 | 1 | 1 | 0 | 0 |
BATBC | 0 | 3 | 4 | 6 | 15 | 14 | 31 | 27 | 16 | 10 | 8 | 2 | 3 | 5 |
Islami Bank | 6 | 2 | 4 | 4 | 14 | 26 | 40 | 37 | 17 | 8 | 8 | 3 | 6 | 6 |
Padma Oil | 3 | 0 | 4 | 5 | 6 | 15 | 24 | 18 | 12 | 9 | 3 | 3 | 3 | 1 |
Confidence Cement | 2 | 1 | 3 | 10 | 12 | 26 | 48 | 27 | 12 | 4 | 2 | 2 | 0 | 0 |
Square Textile | 2 | 0 | 3 | 3 | 8 | 27 | 31 | 24 | 10 | 2 | 2 | 3 | 2 | 0 |
Keya Cosmetics | 4 | 2 | 6 | 2 | 12 | 24 | 44 | 29 | 10 | 7 | 3 | 3 | 0 | 0 |
Bangladesh Lamps | 3 | 0 | 3 | 5 | 8 | 19 | 47 | 24 | 10 | 8 | 3 | 1 | 0 | 1 |
Monno Ceramic | 2 | 6 | 2 | 4 | 8 | 20 | 46 | 31 | 15 | 5 | 3 | 0 | 0 | 1 |
Quasem Drycells | 5 | 2 | 6 | 5 | 25 | 35 | 42 | 33 | 13 | 9 | 8 | 1 | 0 | 2 |
Meghna Cement | 0 | 1 | 1 | 5 | 10 | 25 | 43 | 30 | 13 | 8 | 3 | 0 | 0 | 0 |
Bata Shoes | 3 | 0 | 3 | 10 | 9 | 16 | 29 | 20 | 18 | 9 | 6 | 1 | 1 | 1 |
CI 51.13% | LB 46 UB 75 | 104 144 | 225 280 | 473 554 | 453 537 | 224 278 | 108 149 | 51 80 |
---|---|---|---|---|---|---|---|---|
Stocks | −4 | −3 | −2 | −1 | 1 | 2 | 3 | 4 |
Apple Inc. | 60 | 138 | 264 | 512 | 506 | 236 | 137 | 60 |
American Express Company | 57 | 128 | 270 | 550 | 544 | 261 | 143 | 57 |
The Boeing Company | 58 | 130 | 235 | 550 | 507 | 273 | 109 | 65 |
Caterpillar Inc. | 65 | 127 | 248 | 485 | 468 | 256 | 121 | 69 |
Cisco Systems, Inc. | 63 | 147 | 274 | 498 | 522 | 244 | 104 | 75 |
Chevron Corporation | 57 | 126 | 264 | 529 | 499 | 246 | 127 | 73 |
E.I. du Pont de Nemours and Company | 57 | 127 | 260 | 512 | 516 | 242 | 127 | 66 |
The Walt Disney Company | 58 | 143 | 269 | 484 | 482 | 250 | 122 | 80 |
General Electric Company | 54 | 129 | 281 | 491 | 506 | 263 | 131 | 64 |
The Goldman Sachs Group, Inc. | 63 | 116 | 262 | 521 | 511 | 253 | 116 | 73 |
The Home Depot, Inc. | 76 | 115 | 268 | 514 | 506 | 253 | 119 | 64 |
International Business Machines Corporation | 56 | 128 | 245 | 534 | 511 | 260 | 131 | 60 |
Intel Corporation | 63 | 134 | 241 | 519 | 502 | 263 | 127 | 54 |
Johnson & Johnson | 56 | 128 | 274 | 514 | 505 | 254 | 141 | 56 |
JPMorgan Chase & Co. | 53 | 139 | 266 | 535 | 527 | 270 | 142 | 57 |
The Coca-Cola Company | 56 | 121 | 240 | 533 | 508 | 246 | 116 | 66 |
McDonald’s Corp. | 56 | 133 | 244 | 530 | 467 | 256 | 143 | 66 |
3M Company | 59 | 127 | 266 | 517 | 499 | 247 | 135 | 55 |
Merck & Co. Inc. | 68 | 112 | 271 | 480 | 470 | 230 | 156 | 64 |
Microsoft Corporation | 58 | 140 | 248 | 530 | 535 | 256 | 124 | 60 |
Nike, Inc. | 75 | 123 | 281 | 484 | 470 | 250 | 146 | 75 |
Pfizer Inc. | 70 | 108 | 260 | 504 | 503 | 260 | 122 | 61 |
The Procter & Gamble Company | 56 | 123 | 273 | 527 | 500 | 263 | 130 | 73 |
The Travelers Companies, Inc. | 51 | 107 | 265 | 560 | 525 | 264 | 126 | 65 |
UnitedHealth Group Incorporated | 53 | 128 | 246 | 541 | 486 | 267 | 125 | 65 |
United Technologies Corporation | 60 | 118 | 287 | 546 | 523 | 266 | 133 | 69 |
Verizon Communications Inc. | 53 | 113 | 279 | 519 | 527 | 237 | 131 | 68 |
Wal-Mart Stores Inc. | 62 | 125 | 259 | 543 | 519 | 260 | 136 | 62 |
Exxon Mobil Corporation | 39 | 127 | 278 | 565 | 530 | 270 | 138 | 57 |
CI 51.13% | 0 5 | 0 3 | 0 4 | 0 8 | 2 13 | 7 22 | 19 41 | 23 46 | 10 25 | 3 15 | 1 9 | 0 5 | 0 4 | 0 9 |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Stocks | −11+ | −10 | −9 | −8 | −7 | −6 | −5 | 5 | 6 | 7 | 8 | 9 | 10 | 11+ |
Apple Inc. | 0 | 0 | 0 | 0 | 6 | 9 | 26 | 31 | 23 | 6 | 7 | 4 | 3 | 1 |
American Express Company | 0 | 0 | 0 | 4 | 4 | 14 | 29 | 27 | 7 | 9 | 4 | 3 | 1 | 0 |
The Boeing Company | 0 | 0 | 3 | 1 | 5 | 10 | 36 | 37 | 25 | 4 | 5 | 1 | 2 | 0 |
Caterpillar Inc. | 0 | 1 | 1 | 1 | 7 | 20 | 31 | 31 | 25 | 8 | 4 | 2 | 2 | 0 |
Cisco Systems, Inc. | 0 | 0 | 1 | 2 | 2 | 9 | 24 | 40 | 15 | 9 | 5 | 4 | 1 | 1 |
Chevron Corporation | 1 | 0 | 1 | 2 | 1 | 12 | 27 | 44 | 14 | 5 | 5 | 5 | 1 | 1 |
E.I. du Pont de Nemours and Company | 1 | 1 | 3 | 4 | 7 | 14 | 29 | 33 | 15 | 11 | 1 | 3 | 0 | 1 |
The Walt Disney Company | 0 | 2 | 1 | 5 | 6 | 13 | 19 | 33 | 18 | 10 | 2 | 2 | 0 | 1 |
General Electric Company | 0 | 1 | 0 | 5 | 9 | 16 | 31 | 30 | 8 | 5 | 5 | 2 | 2 | 1 |
The Goldman Sachs Group, Inc. | 1 | 0 | 1 | 4 | 3 | 12 | 30 | 33 | 17 | 4 | 3 | 0 | 0 | 2 |
The Home Depot, Inc. | 1 | 0 | 1 | 4 | 6 | 12 | 21 | 47 | 12 | 10 | 5 | 1 | 0 | 0 |
International Business Machines Corporation | 1 | 1 | 1 | 2 | 8 | 12 | 36 | 34 | 11 | 11 | 3 | 1 | 0 | 2 |
Intel Corporation | 0 | 0 | 1 | 2 | 5 | 8 | 42 | 30 | 21 | 7 | 5 | 3 | 1 | 2 |
Johnson & Johnson | 0 | 1 | 1 | 3 | 6 | 12 | 27 | 37 | 13 | 7 | 4 | 4 | 1 | 1 |
JPMorgan Chase & Co. | 0 | 1 | 0 | 2 | 8 | 14 | 29 | 31 | 14 | 3 | 2 | 1 | 1 | 0 |
The Coca-Cola Company | 1 | 0 | 2 | 2 | 8 | 15 | 34 | 35 | 24 | 7 | 8 | 1 | 1 | 0 |
McDonald’s Corp. | 1 | 0 | 2 | 1 | 5 | 12 | 25 | 46 | 15 | 12 | 1 | 2 | 0 | 1 |
3M Company | 0 | 2 | 0 | 1 | 8 | 10 | 26 | 44 | 20 | 11 | 1 | 1 | 1 | 2 |
Merck & Co. Inc. | 1 | 2 | 0 | 5 | 5 | 18 | 26 | 34 | 24 | 5 | 2 | 1 | 1 | 1 |
Microsoft Corporation | 0 | 1 | 0 | 3 | 8 | 17 | 29 | 29 | 15 | 9 | 4 | 1 | 0 | 1 |
Nike, Inc. | 0 | 0 | 0 | 0 | 7 | 12 | 22 | 35 | 14 | 8 | 3 | 2 | 0 | 1 |
Pfizer Inc. | 0 | 1 | 3 | 3 | 9 | 24 | 26 | 32 | 17 | 6 | 3 | 3 | 1 | 0 |
The Procter & Gamble Company | 0 | 1 | 0 | 2 | 2 | 16 | 29 | 33 | 19 | 4 | 5 | 1 | 0 | 1 |
The Travelers Companies, Inc. | 1 | 0 | 0 | 4 | 5 | 21 | 28 | 31 | 17 | 6 | 3 | 3 | 1 | 1 |
UnitedHealth Group Incorporated | 0 | 1 | 0 | 4 | 11 | 13 | 17 | 32 | 15 | 11 | 4 | 4 | 4 | 2 |
United Technologies Corporation | 0 | 0 | 2 | 2 | 9 | 10 | 16 | 31 | 16 | 8 | 1 | 2 | 1 | 0 |
CBA | WBC | ANZ | NAB | MQG | SUN | QBE | AMP | ASX | Total |
---|---|---|---|---|---|---|---|---|---|
B 88 | 86 | 88 | 88 | 94 | 90 | 80 | 96 | 82 | 792 |
A 87 | 81 | 76 | 76 | 72 | 74 | 86 | 92 | 84 | 728 |
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Sochi, M.; Swidler, S. A Test of Market Efficiency When Short Selling Is Prohibited: A Case of the Dhaka Stock Exchange. J. Risk Financial Manag. 2018, 11, 59. https://doi.org/10.3390/jrfm11040059
Sochi M, Swidler S. A Test of Market Efficiency When Short Selling Is Prohibited: A Case of the Dhaka Stock Exchange. Journal of Risk and Financial Management. 2018; 11(4):59. https://doi.org/10.3390/jrfm11040059
Chicago/Turabian StyleSochi, Maria, and Steve Swidler. 2018. "A Test of Market Efficiency When Short Selling Is Prohibited: A Case of the Dhaka Stock Exchange" Journal of Risk and Financial Management 11, no. 4: 59. https://doi.org/10.3390/jrfm11040059
APA StyleSochi, M., & Swidler, S. (2018). A Test of Market Efficiency When Short Selling Is Prohibited: A Case of the Dhaka Stock Exchange. Journal of Risk and Financial Management, 11(4), 59. https://doi.org/10.3390/jrfm11040059