.A financial market is a in which people financial and derivatives at low. Securities include and, and precious metals.The term 'market' is sometimes used for what are more strictly exchanges, organizations that facilitate the trade in financial securities, e.g., a. This may be a physical location (such as the, ) or an electronic system (such as ). Much trading of stocks takes place on an exchange; still, (merger, spinoff) are outside an exchange, while any two companies or people, for whatever reason, may agree to sell stock from the one to the other without using an exchange.Trading of and is largely on a bilateral basis, although some bonds trade on a stock exchange, and people are building electronic systems for these as well, to stock exchanges. Contents.Types of financial markets Within the financial sector, the term 'financial markets' is often used to refer just to the markets that are used to raise finance: for long term finance, the Capital markets; for short term finance, the Money markets.
Retrieved 2017-12-12. Robert E. Wright and Vincenzo Quadrini. Money and Banking: “Chapter 2, Section 4: Financial Markets.” pp.
Business Knowledge For It In Trading And Exchanges Pdf Files Windows 10
3 Accessed June 20, 2012. Khader Shaik (23 September 2014). P. 23. Steven Valdez, An Introduction To Global Financial Markets. Momoh, Osi (2003-11-25). Retrieved 2017-12-12. Law, Johnathan (2016).
Oxford University Press.References. T.E. Copeland, J.F.
Weston (1988): Financial Theory and Corporate Policy, Addison-Wesley, West Sussex ( ). E.J. Goetzmann (2003): Modern Portfolio Theory and Investment Analysis, John Wiley & Sons, New York ( ). E.F.
Fama (1976): Foundations of Finance, Basic Books Inc., New York ( ). Marc M. Groz (2009): Forbes Guide to the Markets, John Wiley & Sons, Inc., New York ( ). R.C.
Merton (1992): Continuous-Time Finance, Blackwell Publishers Inc. ( ).
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Enabling KnowledgeExchanges For E-Business CommunitiesReference: Malhotra, Yogesh. Enabling Knowledge Exchanges For E-BusinessCommunities. Information Strategy: TheExecutives Journal,v. 18 no 3 (Spring 2002) p. 26-31.URL:Copyright, 2002, All Rights ReservedRealizationthat online communities result in 'stickier' E-business relationshipsis spurring new developments in related collaborative technology platforms.Recent developments in WWW-based collaborative technologies are being heraldedas the enablers of the knowledge based E-business enterprises. Research andpractice on collaborative technologies for enabling these E-business models canbenefit from insights gained from online communities that are sustainingsignificant active collaborative relationships despite geographical diversityof membership.
This is important given that such communities of practice (COP)often evolve knowledge sharing cultures of their own that are more relevant totheir collaborative relationships and member 'stickiness' thanregional or technological differences. Such COPs are primarily based onmembers' shared interests and concerns that bind them to the local communityand shared culture despite diverse locations across time zones.
For knowledgesharing to be effective, shared contextual space for emerging relationships,shared values, and skills are needed regardless of geographical differences interms of location and culture. In the context of online communities, suchvirtual spaces are the locus where information and experiences are shared, newinsights are developed, and knowledge is transformed and assimilated. Increaseddigitization of business processes with inter- and extra-enterprise virtualvalue chains is shifting the locus of knowledge work beyond the formalboundaries of an organization.
Organizational transformation is being furtheraccelerated with the emergence of knowledge exchanges that representmarket-places for deliverables of collaborative knowledge work. Inadequateconsideration of these issues may lead to failure of collaborative technologieswhen they are applied to enable COPs, even when they are adapted to accommodategeographic norms and behaviors. Better appreciation of such issues would enablemore efficient rollout of baseline collaborative technologies as they can morequickly achieve critical mass for COP membership despite the diversity ofgeographical cultures and locations.Global Communities That Enable E-Business The role ofonline communities has become increasingly important to the success ofE-business. The E-business enterprise's capability for creativity and abilityto leverage the community will determine if it loses or wins in the'market-space.'
Commercial success in E-business depends onorganizing and exploiting the potential of virtual communities. Their keyargument is based on the premise that the knowledge, content, and resourcesproduced by online communities are extremely valuable commodities. Thisperspective expands on the earlier role of the potential user or customerprimarily in terms of self-service through limited configuration, checkout, andorder tracking for the B2C retailer's products or services. The expanded roleof the user includes involvement in creation of content, in product and servicereviews, and in self-support by asking questions of other users; addressinganswers in return to gain recognition and points in terms of goodwill or'starburst ratings' against one's online profiles; and in reviewingthe comments posted by others. It is important to note that many of these rolesassumed by the community-based user in the online world were traditionallyhandled by internal customer service representatives or technical supportpersonnel. Hence, virtual communities could be rightfully treated as externalextensions of the company's service and support infrastructure.Inan increasingly digitized world of E-business based on information andknowledge value chains, distinctions between internal employees and externalusers are increasingly tenuous given their increasing involvement in businessprocesses.
Involvement of users or customers in doing knowledge worktraditionally done by internal employees, temps, or third-party outsourcingrepresentatives is unraveling the traditional model of organizations. This isnotable, given that organizations such as AOL and iVillage once developed theirastronomical billion-dollar valuations with most of the value attributed toself-elected volunteers - at one point, AOL employed 12,000 workers, 10,000 ofwhom were volunteers!Basedon similar observations, subsequent discussion will use the term'community of practice' to represent both internal and externalconstituents participating in the digitized creation, refinement, validation,packaging, and channeling of knowledge relevant to the company and its productsand services. There are distinctions in terms of internal administrative controlsfor employees and external clan controls relevant to non-employees. However,for knowledge creation and sharing domains in which the COPs are most criticalto E-business enterprises, such differences do not seem to have any correlationwith performance outcomes. While usenet groups, open source softwaredevelopment and support groups and other similar self-selected virtualcommunities have shown prolific creation and sharing of knowledge and itsconversion into new product releases, corporate efforts to engender similarCOPs inside corporate boundary walls have met with mixed results. Notsurprisingly, recent surveys by Bain & Co., IDC, and KMWorld rankedcorporate knowledge management (KM) applications at the lowest level in usersatisfaction in electronic management tools; found that enabling knowledgesharing remains the greatest challenge for management; and determined that mostchallenges to knowledge creation and sharing were human and not technological.Knowledge Management And E-Business Model Innovation The abovediscussion highlighted the dual nature of KM in terms of KM by design in caseof corporate intranets and KM by emergence in case of self-selected COPs.
Market Microstructure
Thekey distinction needs to be drawn between the paradigm of engineering designand the paradigm of emergence, both of which are relevant to the success ofcollaborative technologies applied in the above contexts. While KM by design ischaracterized by predetermination, prespecification, and preprogramming forknowledge harvesting and exploitation, KM by emergence is characterized bycreation of cultural infrastructure for enabling continuous knowledge sharing,knowledge renewal, and knowledge creation.