City University London

About: City University London is a education organization based out in London, United Kingdom. It is known for research contribution in the topics: Population & Health care. The organization has 5735 authors who have published 17285 publications receiving 453290 citations.

The correlation of surface area with other properties of nineteen british clay soils

Abstract: THE TOTAL AND EXTERNAL SURFACE AREAS OF NINETEEN BRITISH CLAY SOILS WERE DETERMINED FROM MEASUREMENTS OF THEIR WATER AND NITROGEN ADSORPTION RESPECTIVELY. IN ADDITION, FOUR PHYSICAL AND CHEMICAL PROPERTIES OF THESE SOILS WERE DETERMINED: LIQUID LIMIT, PLASTIC LIMIT, CATION EXCHANGE CAPACITY, AND CLAY CONTENT. THE CORRELATION BETWEEN THESE SIX MEASURED PROPERTIES WAS EXAMINED. TOTAL SURFACE-AREA, LIQUID LIMIT, AND CATION EXCHANGE CAPACITY, HAD CORRELATION COEFFICIENTS OF 0.90 OR GREATER. THIS IS SUFFICIENTLY HIGH TO ENABLE AN INDICATION OF THESE THREE PROPERTIES TO BE OBTAINED FROM MEASUREMENTS OF ANY ONE OF THEM. THE CORRELATION BETWEEN THESE THREE PROPERTIES AND THE REST WAS SLIGHTLY LOWER FOR THE PLASTIC LIMIT, AND CONSIDERABLY LOWER FOR THE CLAY CONTENT AND EXTERNAL SURFACE-AREA, ALTHOUGH ALL WERE SIGNIFICANT AT THE 5 PER CENT LEVEL. /RRL/A/

Trade disclosure regulation in markets with negotiated trades

Abstract: In dealership markets disclosure of size and price of details of public trades is typically incomplete. We examine whether full and prompt disclosure of public-trade details improves the welfare of a risk-averse investor. We analyze a model of dealership market where a market maker first executes a public trade and then offsets her position by trading with other market makers. We distinguish between quantity risk and price revision risk. We show that if the market maker learns some information about the motive behind public trade, neither regime is unambiguously welfare superior. This is because greater transparency improves quantity risk sharing but worsens price revision risk sharing.

Measuring Change Risk for Organisational Decision Making through a Hierarchical Model Process Approach

Abstract: Project Management has long established the need for risk management techniques to be utilised in the succinct identification and mitigation of associated risks in projects. Such techniques aim at the reconciliation of countervailing project activities to reduce scope creep, increase the probability of on-time and within-budget delivery. Uncontrolled changes, regardless of size and complexity, can develop risks to projects and affect project success or even an organisation’s project delivery coherence. Ideally, a change or consequence based upon a decision should have a fairly high level of predictability and thus a low level of a potential risk materializing, which would significantly undo the decision taken. This paper proposes a novel modeling process approach; CRAM (Change Risk Assessment Model), which could significantly contribute to the missing formality of business models especially in the change risk assessment area.