Blockchain Papers

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599 papersLast indexed Aug 31, 2026
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Jan 1, 2023ยทComputer law & security review
24 cites
From smart legal contracts to contracts on blockchain: An empirical investigation

Fabio Bassan, Maddalena Rabitti

The issue surrounding the nature and function of smart contracts in the context of legal relationships has garnered significant attention from the European and national legislators, regulatory bodies and legal scholarship. Sections I and II of this essay give an account of the results of the ongoing doctrinal debate, which is not univocal. The objective is to provide an assessment of both the advantages and limitations associated with smart legal contracts. In Section III, the authors introduce a novel negotiation process termed "contracts on chain". This process enables parties to engage in negotiations, formalize agreements and execute contracts directly on the blockchain . Consequently, this negotiation approach serves as a potential bridge between the realms of Web 2 and Web 3. Further, it offers a user experience akin to online contracts but benefits from the inherent capabilities of third-generation blockchains. Albeit on-chain contracts can be deployed on both private and public blockchains, the authors express a preference for their use on the public blockchain within a "logical platform". This choice allows to enhance regulatory compliance and mitigate the effects of decentralization on liability regimes, while simultaneously optimizing the efficiency gains of public blockchains. Notably, this approach ensures a level of protection commensurate with that offered by private blockchains. The ultimate goal of this innovative process is to streamline the ongoing technological transition and cultivate greater trust within the market for emerging technologies.

Open access
2 source records
Blockchain Technology Applications and Security
FinTech, Crowdfunding, Digital Finance
Digital Transformation in Law
Original source
Jan 1, 2023ยทBlockchain Research and Applications
7 cites
An interpretable model for large-scale smart contract vulnerability detection

Xia Feng, Haiyang Liu, Liangmin Wang, Huijuan Zhu ยท 5 authors

Smart contracts hold billions of dollars in digital currency, and their security vulnerabilities have drawn a lot of attention in recent years. Traditional methods for detecting smart contract vulnerabilities rely primarily on symbol execution, which makes them time-consuming with high false positive rates. Recently, deep learning approaches have alleviated these issues but still face several major limitations, such as lack of interpretability and susceptibility to evasion techniques. In this paper, we propose a feature selection method for uplifting modeling. The fundamental concept of this method is a feature selection algorithm, utilizing interpretation outcomes to select critical features thereby reducing the scales of features. The learning speed could be accelerated significantly because of the reduction of the feature size. The experiment shows that our proposed model performs well in six types of vulnerability detection. The accuracy of each is higher than 93% and the average detection time of each smart contract is less than 1 ms. Notably, through our proposed feature selection algorithm, the training time of each type of vulnerability is reduced by nearly 80% compared with its original.

Open access
2 source records
Blockchain Technology Applications and Security
Insurance and Financial Risk Management
FinTech, Crowdfunding, Digital Finance
Original source
Jan 1, 2023ยทSSRN Electronic Journal
9 cites
The Viability of Blockchain in Corporate Governance

Anne Lafarre, Christoph Van der Elst

Blockchain and distributed ledger technologies are considered as transformative for corporate governance and enabling decentralized autonomous organizations (DAOs) that challenge hierarchical structures. However, legal, governance, and liability issues surround DAOs. Despite the aim for decentralization, practical implementation often reveals centralized elements. The chapter also explores blockchainโ€™s impact on traditional corporations, emphasizing improvements in share issuance, trading, and decision-making. Blockchain can also address custody chain problems, enhancing transparency in securities and stock ownership. Yet, transitioning to blockchain, exemplified by ASX CHESS Replacement, is complex. While blockchain holds promise in fostering shareholder and stakeholder rights, a nuanced assessment of limitations and practicalities is crucial. More classical alternatives like secure and transparent centralized systems should also be considered in corporate governance.

Open access
2 source records
Blockchain Technology Applications and Security
FinTech, Crowdfunding, Digital Finance
Law, Economics, and Judicial Systems
Original source
Jan 1, 2023ยทFuture of business and finance
16 cites
ChatGPT in Finance and Banking

Ken Huang, Xi Chen, Youwei Yang, Jyoti Ponnapalli ยท 5 authors

No abstract is available for this record.

FinTech, Crowdfunding, Digital Finance
Insurance and Financial Risk Management
Original source
Jan 1, 2023ยทProceedings 2023 Network and Distributed System Security Symposium
87 cites
Smarter Contracts: Detecting Vulnerabilities in Smart Contracts with Deep Transfer Learning

Christoph Sendner, Huili Chen, Hossein Fereidooni, Lukas Petzi ยท 9 authors

Ethereum smart contracts are automated decentralized applications on the blockchain that describe the terms of the agreement between buyers and sellers, reducing the need for trusted intermediaries and arbitration. However, the deployment of smart contracts introduces new attack vectors into the cryptocurrency systems. In particular, programming flaws in smart contracts have been already exploited to lead to enormous financial loss. Hence, it is crucial to detect various vulnerability types in contracts effectively and efficiently. Existing vulnerability detection methods are limited in scope as they typically focus on one or a very limited set of vulnerabilities. Also, extending them to new vulnerability types requires costly re-design. \n \nIn this work, we develop ESCORT, a deep learning-based vulnerability detection method that uses a common feature extractor to learn generic bytecode semantics of smart contracts and separate branches to learn the features of each vulnerability type. As a multi-label classifier, ESCORT can detect multiple vulnerabilities of the contract at once. Compared to prior detection methods, ESCORT can be easily extended to new vulnerability types with limited data via transfer learning. When a new vulnerability type emerges, ESCORT adds a new branch to the trained feature extractor and trains it with limited data. We evaluated ESCORT on a dataset of 3.61 million smart contracts and demonstrate that it achieves an average F1 score of 98% on six vulnerability types in initial training and yields an average F1 score of 96% in transfer learning phase on five additional vulnerability types. To the best of our knowledge, ESCORT is the first deep learning-based framework that utilizes transfer learning on new vulnerability types with minimal model modification and re-training overhead. Compared with existing non-ML tools, ESCORT can be applied to contracts of arbitrary complexity and ensures 100% contract coverage. In addition, we enable concurrent detection of multiple vulnerability types using a single unified framework, thus avoiding the efforts of setting up multiple tools and greatly reducing the detection time. We will open source our dataset and the data labeling toolchain to facilitate future research.

Open access
Blockchain Technology Applications and Security
FinTech, Crowdfunding, Digital Finance
Insurance and Financial Risk Management
Original source
Dec 31, 2022ยทJournal of the Korea Academia-Industrial cooperation Society
0 cites
A Study on the Arbitrage Trading with Bitcoin Perpetual Swap

Junghwan Cho, Sun-Woong Kim, Heung-Sik Choi

๋ฌด๊ธฐํ•œ ์„ ๋ฌผ(Perpetual Swaps)์€ ๊ฐ€์ƒ ์ž์‚ฐ ์‹œ์žฅ์—์„œ๋งŒ ์œ ์ผํ•˜๊ฒŒ ๊ด€์ฐฐํ•  ์ˆ˜ ์žˆ๋Š” ํŒŒ์ƒ์ƒํ’ˆ์œผ๋กœ 2020๋…„ ์ดํ›„ ํ˜„์žฌ ์•ฝ 20์—ฌ ๊ณณ ์ด์ƒ์˜ ๊ฐ€์ƒ ์ž์‚ฐ ๊ฑฐ๋ž˜์†Œ์—์„œ ์„œ๋น„์Šค๋ฅผ ์ œ๊ณตํ•˜๊ณ  ์žˆ์œผ๋ฉฐ 2020๋…„ ์ „์ฒด ๊ฑฐ๋ž˜ ์‹œ์žฅ์˜ 20.4%, 2021๋…„ 50.4%๋ฅผ ์ฐจ์ง€ํ•  ์ •๋„๋กœ ์–‘์  ์„ฑ์žฅ์„ ์ด๋ฃจ์—ˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ๊ฑฐ๋ž˜์†Œ ๊ฐ„ ๋น„ํŠธ์ฝ”์ธ ๋ฌด๊ธฐํ•œ ์„ ๋ฌผ๊ณผ ํ˜„๋ฌผ(Spot) ๊ฐ„์˜ ๊ฐ€๊ฒฉ ์ฐจ์ด๋ฅผ ์ด์šฉํ•ด ์ฐจ์ต ๊ฑฐ๋ž˜ ๊ธฐํšŒ์— ๋Œ€ํ•œ ์‹ค์ฆ ๋ถ„์„ ๊ฒฐ๊ณผ๋ฅผ ์ œ์‹œํ•œ๋‹ค. ์—ฐ๊ตฌ ๊ฒฐ๊ณผ, ๋น„ํŠธ์ฝ”์ธ ํ˜„๋ฌผ๊ณผ ๋ฌด๊ธฐํ•œ ์„ ๋ฌผ ๊ฐ€๊ฒฉ์˜ ์Œ๊ณผ ์–‘์ด ์—ญ์ „ ๋  ๋•Œ๋ฅผ ๊ฑฐ๋ž˜ ์ง„์ž… ๋ฐ ์ฒญ์‚ฐ ์‹ ํ˜ธ๋กœ ์ธ์‹ํ•˜๋Š” ๋งค๋งค๋ฅผ ํ†ตํ•˜์—ฌ ์ฐจ์ต ๊ฑฐ๋ž˜ ์ˆ˜์ต์„ ์ฐฝ์ถœํ•  ์ˆ˜ ์žˆ์Œ์„ ํ™•์ธํ•˜์˜€๋‹ค. ๋˜ํ•œ ๋ถ„ ๋‹จ์œ„ ๊ฑฐ๋ž˜์—์„œ ๊ฑฐ๋ž˜์ˆ˜์ˆ˜๋ฃŒ๋Š” ์ฐจ์ต ๊ฑฐ๋ž˜ ์ˆ˜์ต์— ๋ฏผ๊ฐํ•˜๊ฒŒ ์ž‘์šฉํ•˜์˜€์ง€๋งŒ, ์ผ ๋‹จ์œ„ ๊ฑฐ๋ž˜์—์„œ๋Š” ๊ฑฐ๋ž˜ ์ˆ˜์ˆ˜๋ฃŒ์— ๋ฏผ๊ฐํ•˜์ง€ ์•Š์€ ์–‘์˜ ์ˆ˜์ต์„ ๋ณด์—ฌ์ฃผ์—ˆ๋‹ค. ๊ทธ๋ฆฌ๊ณ  ๋ถ„ ๋‹จ์œ„ ๊ฑฐ๋ž˜์—์„œ๋Š” ์›” ํ‰๊ท  9%, ์ผ ๋‹จ์œ„ ๊ฑฐ๋ž˜์—์„œ๋Š” ์›” ํ‰๊ท  38%์˜ ๋†’์€ ์ˆ˜์ต๋ฅ ์„ ๋‚˜ํƒ€๋‚ด์—ˆ๋‹ค.

Open access
Impact of AI and Big Data on Business and Society
Insurance and Financial Risk Management
Original source
Dec 2, 2022ยทAtlantis Highlights in Intelligent Systems/Atlantis highlights in intelligent systems
5 cites
Analyze the Impact of Bitcoin on Stock Portfolioโ€™s Risk and Return Based on Past 3 Yearsโ€™ Data

Jiaqi Qin, Shansong Huang, Boying Yang, Yilin Ma ยท 6 authors

Everyone is eager for high yield and low risk. In this research, we use Markowitz's investment theory and Monte Carlo simulation to find the optimal investment portfolio and then study the impact of adding Bitcoin to the traditional investment portfolio on the cumulative rate of return. Our results show that the return performance of the investment portfolio with Bitcoin is better than that of the traditional investment portfolio. Moreover, despite the impact of COVID-19 on the global economy and the Federal Reserve's quantitative easing policy, it is beneficial for investors to include Bitcoin in their portfolio allocation.

Open access
Financial Markets and Investment Strategies
Stock Market Forecasting Methods
Insurance and Financial Risk Management
Original source
Nov 1, 2022ยทDOAJ (DOAJ: Directory of Open Access Journals)
0 cites
Survey of Research on Smart Contract Vulnerability Detection

ZHENG Yue LI Leixiao

As an important part of blockchain technology, smart contracts are widely used in various fields through decentralized applications written by smart contracts, providing important technical support for the development and application of blockchain. However, the development has brought security problems at the same time, and a large number of vulnerability attacks against smart contracts have made researchers pay more attention to the security vulnerabilities of smart contracts. How to quickly and accurately perform vulnerability detection has become an urgent problem to be solved. Firstly, through the analysis of common vulnerabilities such as reentrancy attack vulnerabilities, integer overflow and access control vulnerabilities, researchers can fully understand the common vulnerabilities. Secondly, by investigating the current status of vulnerability detection methods such as formal verification, symbolic execution, machine learning and their corresponding tools at home and abroad, analyzing and discussing the advantages and disadvantages of the tools, at the same time, replicating some tools for experiments, the performance of the vulnerability detection tools is demonstrated based on the detection speed, accuracy, and the number of vulnerabilities that support detection. Finally, suggestions for future research directions are given based on the analysis results of smart contract vulnerability detection tools.

Open access
Insurance and Financial Risk Management
FinTech, Crowdfunding, Digital Finance
Impact of AI and Big Data on Business and Society
Original source
Nov 1, 2022ยทIOP Conference Series Earth and Environmental Science
1 cites
How Can Blockchain Benefit Payment Systems in Smart Construction Contracts: A Brief Review

C Turnbull, Wily Sher, Liyaning Tang

Abstract Construction industry professionals suffer regularly from poor cash-flow which reflects non-payment or payment delays down the hierarchical chain. This issue is important as the construction industry has the highest rates of insolvency in Australia, the UK and many other countries. Payment conditions under current construction contracts have proven to be inefficient in delivering timely payments as human interference has control over processing claims. This paper investigated the status of contracts and contract law in Australia and the potential of smart contract technology in improving payment issues in the industry. Qualitative data was collected from secondary literature sources which included observations from industry professionals, real case studies, secondary research and government surveys. It was found that smart contracts feature self-executing digital contracts, immutable data, require no intermediaries and provide transparency on all levels. Although these features are fit for purpose in resolving current contractual issues, smart contracts are not yet available in the construction industry. It was also found that smart contracts do have the potential to provide a trusted and reliable payment system in the construction industry, although there are some aspects it is unlikely to replace such as human performance. Research limitations and future research directions are also provided.

Open access
Blockchain Technology Applications and Security
FinTech, Crowdfunding, Digital Finance
Insurance and Financial Risk Management
Original source
Oct 31, 2022ยทKorean Insurance Law Association
0 cites
The Fintech Revolution and the Future of the Insurance Business: A Study on Artificial Intelligence utilization risks and legal issues

Sungnam Lee

In this study, the future of the insurance industry and legal tasks related to digitalization and artificial intelligence were examined. What is artificial intelligence technology? Among them, we reviewed what the insurance industry can do and what it is doing, and looked at legal issues and what to change in the future. First of all, the development status of digitalization and artificial intelligence was investigated, and the impact on the insurance industry and the opportunities and risks brought by digitalization and artificial intelligence were examined. Second, if digitalization and the development of artificial intelligence replace existing human tasks, it should be considered whether to treat such artificial intelligence robots or tools as simple tools or give legal effects by giving similar status to humans. Third, the emergence of digitalization and artificial intelligence is expected to have an impact on various areas of insurance work, especially focusing on insurance recruitment work, and legal discussions related to it were attempted. The introduction of digitalization and artificial intelligence is expected to have an impact on the overall financial transaction or insurance transaction. The emergence of new technologies implies new opportunities and risks at the same time. It will also lead to changes in the existing socio-economic and cultural institutions. Legal significance in changes in the insurance environment is related to which process digitalization and artificial intelligence play a role in which of the conventional insurance tasks, and that is the problem caused. It is necessary to guarantee the right to access various channels centered on consumers by drastic deregulation to promote digitalization. Accordingly, insurance companies need to develop a model that allows consumers to actively select suitable, convenient means, and methods for themselves at each stage of insurance subscription. With the rise of the platform as a new business model, it will affect product counseling and recommendation, product description, subscription receipt, notification receipt, premium receipt, and insurance policy issuance, so in-depth discussions are needed on whether to accept the platform as a new recruitment channel or as a simple information provider or advisory business. In seeking legal changes through the introduction of digitalization and artificial intelligence, whether or not to grant a legal personality to tools or platforms equipped with artificial intelligence, which is the starting point of the most basic discussion, needs to be carefully introduced in consideration of future technological developments and social needs. As a legal discussion due to the advent of digitalization and artificial intelligence, the legal effects of AI intervention and operation were examined. At each transaction stage, various notifications and explanations that insurance recruiters must perform before signing insurance contracts, automation of subscription receipt and approval, and legal improvement should be promoted. Meanwhile, with the development of artificial intelligence technology, unmanned transportation such as robot dogs, robot disabled assistants, drones, trucks, aircraft, ships, etc., virtual assets, digital currency, metaverse, and NFT (non-fungible token) will be developed and utilized. It is necessary to solve the legal problems that these various artificial intelligence tools can create and guarantee measures through the development of new insurance products. Dr Stephen Hawking said, โ€œThe advent of powerful artificial intelligence will be the best or the worst. What could happen to mankind. We donโ€™t know which one.โ€ However, the reality is that artificial intelligence technology has been developed and used for each task. With history evolving in time, society is causing significant changes.

Impact of AI and Big Data on Business and Society
Diverse Topics in Contemporary Research
Insurance and Financial Risk Management
Original source
Oct 28, 2022ยทTechnology and Regulation
2 cites
Smart Contracts: Tales of Trust and Certainty

Eliza Mik

Given the continuing fascination with โ€œmagic computersโ€ and โ€œself-executing code,โ€ it is necessary to re-examine the promises โ€“ and premises - of technology-driven improvements to transacting practices purportedly introduced by smart contracts. Contrary to the popular narrative, smart contracts do not eliminate the need for trust and are technically incapable of guaranteeing performance. The fascination with clear and unbreakable rules that are executed by code obfuscates the fact that such rules may be suboptimal and may incorrectly represent what was agreed. It also obscures the fact that it is impossible to write perfect code. Being in plain view and impossible to modify, changes nothing in this regard. Trust and certainty do not magically emerge from immutability or transparency. Regulatory efforts in this area must be based on facts, not fairy tales.

Open access
Blockchain Technology Applications and Security
Insurance and Financial Risk Management
Original source
Oct 17, 2022ยทStrategic Change
70 cites
Three and a half decades of artificial intelligence in banking, financial services, and insurance: A systematic evolutionary review

Heinz Herrmann, Becksndale Masawi

Abstract The banking, financial services, and insurance (BFSI) sector is one of the earliest and most prominent adopters of artificial intelligence (AI). However, academic research substantially lags behind the adoption of AI in practice. At the beginning of this century, AI research has been centered on the sector's credit risk. In the 2010s decade, expert systems were increasingly replaced by dataโ€driven, โ€œalgorithmicโ€ AI. Big data enjoyed much hype in that decade, which diminished later mostly due to unsuccessful implementations. Much published research on big data actually relates to machine and deep learning but not to big data per se. These terms are often found to be conflated in research and practice. The insurance sector is substantially underrepresented in published AI research, and current research is dominated by banking and investments. Governance frameworks for โ€œresponsible AIโ€ (RAI) are yet to be incorporated into practice by fintech companies as well as incumbent organizations. RAI is a particular issue for decentralized finance (DeFi). The most successful implementations of AI in BFSI practice, as well as dominant academic research areas, are in investments, securities, market making, customer relationships, lending, risk management, and compliance.

FinTech, Crowdfunding, Digital Finance
Blockchain Technology Applications and Security
Insurance and Financial Risk Management
Original source
Oct 1, 2022ยทFinTech
8 cites
Smart Insurance Contracts Shielding Pandemic Business Disruption in Developing Countries and Blockchain Solution

Nada Mallah Boustani, Magnaghi Elisabetta

As the Fourth Industrial Revolution gains momentum and involves a plethora of disruptive technology concepts, such as blockchain, they have infiltrated economies that have only experienced a small portion of their scope, consequences, and applications in their different branches. This research aims to examine the potential uses of blockchain technology within the framework of smart contracts in the insurance sector, notably in the event of a pandemic that results in business interruption. Businesses hardly ever take business interruption insurance into account, particularly in a country similar to Lebanon, where natural disasters and pandemics are scarce. Due to the complexity of the task and the numerous requirements for trust in terms of risk consistency, traditional insurance companies are not interested in offering these kinds of insurance contracts. In this current study, a quantitative study was conducted over 213 businesses in various fields and revealed acceptance and socio-demographic differences in the activity sectors of this potentially ground-breaking solution for a developing country that is undergoing a sanitary and economic crisis. As a result, smart contracts and decentralized finance (DeFi) were proposed in the current research as potential solutions to overcome the Lebanese currency devaluation and high insurance costs.

Open access
Blockchain Technology Applications and Security
Insurance and Financial Risk Management
FinTech, Crowdfunding, Digital Finance
Original source
Sep 30, 2022ยทZenodo (CERN European Organization for Nuclear Research)
2 cites
A Machine Learning-Based Dynamic Method for Detecting Vulnerabilities in Smart Contracts

Jasvant Mandloi, Pratosh Bansal

Real-world application development through Smart Contracts on the Ethereum Blockchain platform is one of the emerging technologies. It also has much vulnerability, and reentrancy is among the most popular ones. In our work, we have reviewed the tools based on ML for vulnerability detection in Ethereum smart contracts. Based on that, we proposed a framework that can dynamically monitor threats based on the blockchain platform's transaction meta-data and balance data. It does not require any changes or updates to the existing system and does not require expertise to implement. This framework will extract features for machine learning classifier models from the transaction data and identify the transaction as agreeable or unfavorable. It will help to identify the reentrancy threat as well as the cause of it and help the developer to trace it from where the attack is generated. In the ML classifier for the framework, random forest and decision tree are used. The cumulative performance of both is 98 percent on 540 transactions.

Open access
Insurance and Financial Risk Management
Original source
Sep 1, 2022ยทJournal of applied corporate finance
66 cites
Corporate culture: The interview evidence

John R. Graham, Jillian Grennan, Campbell R. Harvey, Shivaram Rajgopal

Culture is given credit for some of the greatest business successes and blamed for some of the biggest failures. Policymakers often point to dysfunctional corporate culture in banking as a first-order contributor to the recent financial crisis.1 Several books identify culture as a key driver of Google's success.2 What is corporate culture? How important is corporate culture? What mechanisms underlie the creation and effectiveness of corporate culture?4 How do other formal institutions (e.g., governance or compensation) reinforce or work against culture? Do companies think their culture is effective and if not, what deters firms from having an effective corporate culture? Are the upside benefits of an effective culture greater than the downside costs of ineffective culture? What aspects of business performance does corporate culture affect? Does culture impact firm value, productivity, corporate risk-taking, growth, M&A, financial and tax reporting, whether employees take a long-run view, and/or corporate ethics? How can corporate culture be measured? We try to answer these questions in multiple ways. First, we surveyed 1348 chief executives and financial officers (CEOs and CFOs, referred to interchangeably as executives or managers) across a wide range of North American public and private firms. The details underlying the survey evidence and an econometric investigation into the effects of culture on business outcomes are reported in an accompanying paper5 by the same four authors that supplement this paper; referred to henceforth as GGHR. Second, the survey contained several open-ended questions. We analyze the text of these questions to enhance our understanding of the survey respondents' views of the corporate culture. Third, we conducted in-depth interviews with business executives representing over 20% of the US equity market capitalization. The purpose of this paper is to discuss the interview evidence and the open-ended responses from the survey. We summarize the survey statistics to provide context for the interviews and open-ended responses. Survey evidence offers a number of insights into corporate culture. Briefly, the survey shows that managers are largely united in believing that corporate culture is one of the most important forces behind value creation and the ultimate success or failure of a firm. The majority of executives consider corporate culture to be a top three value driver at their companies. Almost every officer believes that improving their corporate culture would increase their firm's value. The current CEO is seen as the most influential person responsible for setting the firm's current culture. The interviews offer insight into how other firm policies and practices may reinforce or work against the effectiveness of the culture. Boards affect culture not via active management but primarily via CEO choice. The finance function may influence the culture, especially when it serves an internal governance role by acting as steward of integrity. Incentive compensation and hiring, firing, and promotion decisions also may modify the effectiveness of a firm's culture. Some schemes reinforce the culture by rewarding employees for living the of the culture other schemes that are not with the culture employees to the survey evidence what decisions and are by corporate culture. that corporate culture a on the at the the of and on firm value and on is seen as important in an that most managers would from a culture is with the culture, other managers would on the of the and than of the officers that culture is a important or an important firms take or in their culture a role in a on employees and officers that a ineffective culture the that an or majority that an effective culture would the of companies to in practices as to The interviews to decisions and are by corporate culture. and that the to the and the for the culture to be to be on whether these are in the the firm would a of the recent of this and is a by an against The the of public on how important is to the the as and do not what do not are as important in of and are officers that their culture is it what their firm's culture from it most survey that to to the culture. the effectiveness of the firm's culture are that and the firm's and and the of the of with employees and the of and to when is executives several to a given firm's culture, the of the understanding a CEO the culture of the firm of the with as of whether the culture is in with the of the the the and by we conducted in-depth interviews with corporate we by a to identify the key and questions in the corporate culture on this we a of questions that we corporate executives our in the and effects of corporate culture in the context of finance and our interviews primarily with CFOs, we also one CEO and several other managers (e.g., one chief the of corporate culture, and to we the executives The interview conducted on and the interview on are and the interview and the responses. are an to a on a as as corporate culture. interview with open-ended questions in view, is corporate and would the corporate culture at The interview to and the as the interview We also interviews to identify and as in survey questions. We the interview provide insights into the questions in the interviews conducted via of the questions in the interviews are to that on the survey the executives to be and interviews the survey The interviews in from to The executives in their responses and the the interview and in the in the that the of our executives are important to the US and 20% of the market of the are than the firm with of and are and and credit we that interviews are a to that provide insights into corporate culture, we that are as from as a number of whether questions are do do what do the do the most or their most interview corporate culture also to whether it is to the multiple of the firm's culture and whether the corporate culture the same to it is not to and it is our that the interview evidence insights into the we in We the interviews by is corporate executives culture as employees with one of how work of the work the the and for what of this we the would the culture at often the by employees as as the practices of their The executives often their firm's culture to the decisions the and the The views of corporate culture the of culture. to management and culture and and the firm that employees are and are not are that employees to are the practices that to these and the of a value, the would be by employees a we as when culture, of the the to and for a the for or to take and decisions if decisions to be and a take of it into the and on what to to it the and a for that of a and on the The of as and from an of a this to would the culture as in a that the in the with an would to a on in the we as when to or from the interviews the majority of our management are from The management in the than culture is one of of and that we work to is as at work to we at work to the we as when and in the of our and of we with and it from our to the for in the we employees are to the with and be a and or for our as a we as when and to their the is to the we take in our we to our a on understanding the business from the point of of the in the to the our our to and one of our a of on we to be the we that the with the from the that culture of the and We do that by a of employees how it is that we to with and that to a the We the We to some and of their are the we try to do to a we as when to be on decisions on the most and in work and and and to we as when of and of with and we as when work on be and a not the the the for the of to the survey in of the executives that their current culture in or of their culture to to be one the at firm an a of that would of one on that a or would not the and one of the culture in the from to a that their culture ineffective and not to and it or how at the top to an ineffective culture, and that a if at their at the top and their of what are to do and how are to to market a culture the are of what is to is also a of is to an and or to point that is culture or of that is effective at firms or the same firm at this the of that not be in a of other financial this is not the is the downside to a culture and it can a of of the for to the and of the The survey the three questions to the of corporate How important is corporate culture at of of the that firm would corporate culture? not in and Do that improving corporate culture would increase firm's reported in of survey consider corporate culture to be or at their firm. is by the that of culture as a driver of firm value and an culture as a of consider culture to be the top firm value. The interviews provide managers that corporate culture is important for corporate we executives to consider the of culture to firm value to other that value, most that culture is the top corporate culture the top culture as important than financial market and for the one is a the financial performance of a and the culture. culture can to the same same the and one an effective culture and one an ineffective culture, culture would the culture. is the in the effective culture would be would be to in the ineffective culture, be in it for to the corporate a the culture is to that culture by a to our culture. a whether that improving culture would increase their firm value, that an executives that a firm's culture, at in the is is that is the of the is a to that we executives the and culture, that a firm with an effective culture and a with an ineffective culture and The executives the culture and and how to culture and that we an accompanying that this an of the culture and one that a with a culture and a but not the other companies that are not if a it is that it if a on the the are to if not to The culture if a and not culture to that are to do the for the in the we provide of corporate culture is important for firms and at in the firm's this given by one of the CEO not to culture. think it of a not the not to with employees that would and a but and to the we a culture. a we are to a culture and for a that it for and The employees to into executives that having an effective corporate culture their firms in the of in an with and one are is to work as a in a with to be than some of employees of The work top of we over to be with and to of our are that We as a and a key of that is we are with our to work that The and that is a culture these Several that the of a is important and is in and a and what value it and at or in that several are to of that of to the the companies but the and the and the driver is culture. the not that one can and every that than the value of culture in an in we the and are a culture firms in of and we to a if to reported that a of would not an offer for given the of would their offer for with a as as 20% or of the of The interviews offer some to the that most firms would from an of a that is not a would for the wide it not if it a We would a it this a business would for the culture is and we can it and at on the downside one think it would be first-order of that value in the the to of and would this as a to how the this that an on a firm that a but the CEO to be would to the CEO in a and of what of person would work for a how the for the of the one a of questions that we would the of the culture and we would with the key of our culture. we would for on of and on a of we for in a that a to be to the role of culture in one when are as as are effective the at firm not to not to to and that culture. culture, but it to our firm. the culture and the that for these to and be employees to with and for other this we the that underlie the creation of a culture. we an effective culture that the firm and and/or work against the effectiveness of the culture. we to or what is the behind setting the firm's current culture. of identify the current CEO as the most important driver of the firm's current culture. of of identify the identify the and identify as responsible for the culture. is to that the of and compensation are not as of the current culture. We that these formal institutions as to the culture, than as a in the culture. We also that employees not to be one culture is from the when to the culture, it a The role of is to a that the one on the it and the culture. to that as CEO to what the culture to the firm on a role in employees to the in their to a culture. can an and can but if the employees into it a culture. that and with it is as and CEO in the to the to of the an role in setting the culture, several executives that it is a one that a in the think the can do is a from the top that to the key of the and is how how and their that it is a other executives that the often the an role in setting the culture. the culture. to be an active in the their is the culture, a of the of the firm. be some that influence culture, but in the of the do to the culture of the than the executives with to an effective culture context and First, as one to be to or the one is in to if the is to work the CEO of as an at what for a CEO with insights in of and what to and a The culture we what we than the We the what The culture a but of the same that at and at to and it and a same is Second, in top some executives to effective one culture by the top at the We that are of our is and The CEO and of the decisions as to the is a are by a is a of insight into the culture that the CEO or may think a Several point the of in the firm's culture and that to the culture and as one internal other internal that to of the employees to reinforce what the culture every the CEO to the of in of of the employees in an to reinforce the culture as take employees we books of and in some an to a or that in the into culture is also promotion from of that the culture, our employees that to and to executives also formal of of employees a of what on if for a Some executives that for to the culture, a into the and does this does that some of these that can an if it as do to a in the if a of We that having a to that is important for may not the to with that managers is for the culture. think the we the most is in managers into the that the of from the does a and the success of the can be by how can into the that in corporate culture is at and it not be as a a firm can to do when business is in our in a and when the to we to and the of this we and than we the same our survey are at an our survey are at an and we are than we as a and our is at a we at the that we to to our culture, not for our but for our as would to some performance to the of the culture the firm's culture. an multiple are and to to other and do are to a of we in when we a to try and the that are we are a financial to to try and to and to work that same and that survey the of employees and as of an effective culture. that and are the key to effective at is are at with of is by a culture, and that for as that the do the that in and do not the if is the same how or are we do with a can on the and their and their and are we on and our work for and that would to the of would to the of would to the of of would take to with the of can be the the of decisions or are not with an are the of and a culture of be with but to one of and and of and survey the of and and that the as to an effective culture. one culture is a for the that we are of our are that We as a and think a key of that is we are with our to work that on the one of our is We on the and success management a for into of our with to we work to and employees in other and in several to by executives if failure is as an or from a or failure as if and are and how often employees the than majority of survey in the of in the firm and in as of their one culture views and business from the from our to views in this as to with and to try the that of and their the or the the with the or is a or a that if at at the not, a culture that of not executives the of active and to the firm also that a the employees to and the one of our that a at firm but are to the to and to that this or that by this or are to the and also that is a of a we other executives discuss firms with ineffective a of other and that is to their or are to to their one of are of not when and to a if key by executives that to the effectiveness of the culture the of the a of culture. a culture for would a of the that are by other than the of the is if the is internal or are to is of a but it in the that may be that not that would be a one to to it and What this is that internal does not for upside of that that the with employees work to the effectiveness of the culture. to by executives in a and how employees can on with a how of may to an ineffective culture for firm one can of on to of to or an to and to the majority of survey an that and by employees and that to the effectiveness of the corporate culture. that our interviews is that having employees on the of that are an effective culture. if of the employees are but the other is the the employees that one of culture, in of how or that of is how to and to how to if not than if is to the to or as a of of think is with how employees would the firm to to one it seen the and these that reported a culture of or of as to do the and their and is that that do that and and can this that we do the by point that of to a culture. can an and can but if the employees into it a culture. that and with it is formal institutions can how a given corporate culture the culture and business compensation can reinforce the of a given culture, or it may work against the culture by a of We on the of the formal institutions that can modify a firm's hiring, firing, governance as the of and internal governance as the finance may at the firm the institutions and formal institutions that is of an the of and how from the the firm when are not that are often be on outcomes and to culture is an for and is a formal with of on if the do not reinforce the formal is to the effectiveness of the it is important to that the can work for or work against the culture. 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The finance function the firm is to employees in M&A, and the of finance the effectiveness of their that the finance function in their and of that finance for finance employees on we finance with with the finance employees as and and this the of the culture. one finance culture that the culture of our The finance is not as as some of the the finance to a and as a we other and we work a The finance a with a The of that is integrity. that finance a of we that is not or not we an and we an of how role as a management and the

Open access
Risk Management in Financial Firms
Insurance and Financial Risk Management
Original source
Aug 31, 2022ยท๋ฒ•๊ฒฝ์ œํ•™์—ฐ๊ตฌ
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The Current Status of DeFi and Future Regulatory Framework

Sunyoung Park

2022๋…„ 5์›” ์•Œ๊ณ ๋ฆฌ์ฆ˜ ์Šคํ…Œ์ด๋ธ”์ฝ”์ธ ํ…Œ๋ผ์˜ ํญ๋ฝ์€ ๊ตญ๋‚ด ๊ทœ์ œ๋‹น๊ตญ์ž๋“ค๊ณผ ์ผ๋ฐ˜ ๋Œ€์ค‘์—๊ฒŒ ๊ฐ€์ƒ์ž์‚ฐ๊ณผ DeFi์˜ ์œ„ํ—˜์„ฑ์„ ์•Œ๋ ค์ค€ ๊ณ„๊ธฐ๊ฐ€ ๋˜์—ˆ์„ ๋ฟ ์•„๋‹ˆ๋ผ ๊ตญ๋‚ด ๊ฐ€์ƒ์ž์‚ฐ ๊ทœ์ œ๋„์ž… ์†๋„๋ฅผ ๋†’์ด๋Š” ๋ฐ ๊ธฐ์—ฌํ•˜์˜€๋‹ค. DeFi๋ž€ ํƒˆ์ค‘์•™ํ™” ๊ธˆ์œต(decentralized finance)์˜ ์•ฝ์ž๋กœ์„œ ๋ธ”๋ก์ฒด์ธ ๊ธฐ์ˆ ์„ ๊ธฐ๋ฐ˜์œผ๋กœ ์Šค๋งˆํŠธ ๊ณ„์•ฝ(smart contract)์„ ์ด์šฉํ•˜์—ฌ ์ „ํ†ต ๊ธˆ์œต์—์„œ ์ œ๊ณตํ•˜๋Š” ๊ฒƒ๊ณผ ์œ ์‚ฌํ•œ ์ƒํ’ˆ์„ ์ค‘๊ฐœ๊ธฐ๊ด€ ์—†์ด ์ž๋™ํ™”๋œ ์‹œ์Šคํ…œ์œผ๋กœ ์ œ๊ณตํ•˜๊ณ ์ž ํ•˜๋Š” ์„œ๋น„์Šค๋ฅผ ํ†ตํ‹€์–ด์„œ ์ผ์ปซ๋Š”๋‹ค. 2020๋…„๋ถ€ํ„ฐ ๊ธ‰๊ฒฉํ•˜๊ฒŒ ์„ฑ์žฅํ•œ DeFi ์ƒํƒœ๊ณ„๋Š” ๊ธ€๋กœ๋ฒŒ ๊ฐ€์ƒ์ž์‚ฐ ์‹œ์žฅ์—์„œ ํ•ต์‹ฌ์ ์ธ ์—ญํ• ์„ ์ˆ˜ํ–‰ํ•˜๊ณ  ์žˆ์œผ๋‚˜, ๊ตญ๋‚ด์—๋Š” DeFi์— ๋Œ€ํ•œ ์—ฐ๊ตฌ๋Š” ๋ถ€์กฑํ•œ ์‹ค์ •์ด๋‹ค. ๋ณธ ๋…ผ๋ฌธ์—์„œ๋Š” DeFi์˜ ๊ฐœ๋…๊ณผ ๊ตฌ์กฐ, ์ข…๋ฅ˜์™€ ํ˜„ํ™ฉ, ๊ตฌ์กฐ์  ์ทจ์•ฝ์„ฑ๊ณผ ํ…Œ๋ผ ์‚ฌํƒœ, ๊ธ€๋กœ๋ฒŒ ๊ทœ์ œ ๋™ํ–ฅ์„ ์‚ดํŽด๋ด„์œผ๋กœ์จ ๊ตญ๋‚ด ๊ทœ์ œ์˜ ์‹œ์‚ฌ์ ์„ ๋„์ถœํ•˜๊ณ ์ž ํ•œ๋‹ค.

FinTech, Crowdfunding, Digital Finance
Insurance and Financial Risk Management
Original source
Aug 9, 2022ยทBlockchain
11 cites
Smart Contracts: The Self-Executing Contracts

Rasmeet Kaur, A. Ali, Md Faisal

The emergence of โ€œsmart contractsโ€ has been aided by rapid advancements in the expanding field of blockchain technology. A smart contract works similarly to a regular agreement but without the need for a third party to be involved. To rectify or upgrade the smart contract is not an easy task for security updates once it has been put on the blockchain, so developers should include robust security techniques before distribution to mitigate any later manipulation. Smart contracts that incorporate blockchain methodology can work in real-time at fewer expenses and with a higher level of security. The first section of the chapter presents the basic introduction and operating principles of smart contracts. The following section elaborates on the various security issues. The third section provides smart contract use cases; finally, the study discusses the challenges of smart contracts in a real-life scenario.

Blockchain Technology Applications and Security
FinTech, Crowdfunding, Digital Finance
Insurance and Financial Risk Management
Original source