Abstracts - faqs.org

Abstracts

Business, general

Search abstracts:
Abstracts » Business, general

On matching book: a problem in banking and corporate finance

Article Abstract:

The matching problem that a bank faces arises from the role it plays as an intermediary that manages financial instruments from both the asset and liability markets. This bank matching problem essentially revolves around the bank's need to effectively structure the terms of the various instruments it holds in the asset and liability markets. Two models for this bank matching book problem are presented. The first model involves a case when lending and borrowing are limited to the short-term, while the second model involves a case when lending may be short- or long-term, though borrowing is still limited to the short-term.

Author: Shubik, M., Sobel, M.J.
Publisher: Institute for Operations Research and the Management Sciences
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1992
DEPOSITORY INSTITUTIONS, Research, Banking industry, Management, Bank management

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


Comment on 'The Confusion of IS and OUGHT in Game Theoretic Contexts.'

Article Abstract:

In the behavioral sciences in general not enough attention has been paid to the problems of model building and validation. Many shades of the 'is' and 'ought' distinction have already been selected in the initial assumptions concerning the model. A valuable dynamic positive theory useful for prediction in economics and elsewhere is needed. We are some distance from completing a program to obtain a reasonably complete and adequate static theory before concentrating on dynamics.

Author: Shubik, M.
Publisher: Institute for Operations Research and the Management Sciences
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1983
Game theory, Decision theory, Models, Management Science, Decision Making, Theory, Bayesian Theory

User Contributions:

Comment about this article or add new information about this topic:

CAPTCHA


What is an application and when is theory a waste of time?

Article Abstract:

Science attempts to understand the universe and humankind awaits the results. Life must be throughly examined on its own terms. Mathematical solutions may sometimes contain answers, but management science as a discipline requires more. Theories are fine, but must apply to and fit a particular context. Theorizing for its own sake creates only a club for theorists.

Author: Shubik, M.
Publisher: Institute for Operations Research and the Management Sciences
Publication Name: Management Science
Subject: Business, general
ISSN: 0025-1909
Year: 1987
Usage, Beliefs, opinions and attitudes, Philosophy

User Contributions:

1
Elenora
Report this comment as inappropriate
Jul 7, 2009 @ 4:04 am
I was particularly impressed with how people shared their experiences so openly without plugging their own agenda – a true example of an effective knowledge society.
foreclosure auctions
Elenora

Comment about this article or add new information about this topic:

CAPTCHA


Subjects list: Management science
Similar abstracts:
  • Abstracts: Measuring brand equity across products and markets. Leveraging the corporate brand. The brand relationship spectrum: the key to the brand architecture challenge
  • Abstracts: Making the most of people power. World banking madness gets serious. Big organisations face the most pressure for change
  • Abstracts: Fair exchange is no robbery. High-tech and healthy. There is not big next thing
  • Abstracts: Strategic training initiative (STI) process. Living with complexity: lessons from open space. Mastering the innovation process through complexity
  • Abstracts: Edging Toward a Free Market in Farming. Major Issues in Congress That Could Affect Your Business. The Art of Making a Million
This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.
Some parts © 2025 Advameg, Inc.