"Financial Risk Management" provides a rigorous analysis of domestic and international risk management issues. Unlike other texts in the area there is an emphasis on the international dimension of portfolio management allowing the development of an effective, geocentric portfolio strategy.
All chapters represent in-depth reviews of the latest research on the topics under discussion. This ensures that the discussions are comprehensive, thorough and easy to read.
Topics covered include: .
* A comprehensive review of investment developments and strategies.
* Foreign exchange markets.
* Various forms of market anomalies.
Presenting the latest techniques and strategies in domestic and international investment management in a clear way, this is an ideal text for advanced undergraduate and graduate students who use quantitative techniques for investment and portfolio management.

How can a municipal investment pool, which is supposed to be safe, lose billions of dollars? What are derivatives and how did they contribute to this tragedy? In December 1994, Orange County became the largest municipality in U.S. history to become bankrupt. By borrowing heavily and placing the wrong bets, Orange County Treasurer Robert Citron lost $1.7 billion of Orange County's $7.4 billion investment portfolio. "Big Bets Gone Bad: Derivatives and Bankruptcy in Orange County" is the first detailed description of the Orange County bankruptcy. Author Philippe Jorion, the only professor in Orange County who teaches and researches derivatives, is uniquely placed to understand the technical details of the portfolio and climate in the Orange County municipal government that encouraged the decisions that led to the bankruptcy. "Big Bets Gone Bad" provides an introduction to the U.S. bond market and details Federal Reserve Chairman Greenspan's efforts to tighten credit. Its description of the $35 trillion derivatives market makes the losses of Barings Bank, Kashima Oil, West Virginia, and Metallgesellschaft more understandable. "Big Bets Gone Bad" explains what everyone should know about tax monies and public investments. Because nobody likes to lose $1.7 billion.

Since its original publication, Value at Risk has become the industry standard in risk management. Now in its Third Edition, this international bestseller addresses the fundamental changes in the field that have occurred across the globe in recent years. . Philippe Jorion provides the most current information needed to understand and implement VAR-as well as manage newer dimensions of financial risk. Featured updates include: . . An increased emphasis on operational risk . Using VAR for integrated risk management and to measure economic capital. Applications of VAR to risk budgeting in investment management. Discussion of new risk-management techniques, including extreme value theory, principal components, and copulas. Extensive coverage of the recently finalized Basel II capital adequacy rules for commercial banks, integrated throughout the book. .

A major new feature of the Third Edition is the addition of short questions and exercises at the end of each chapter, making it even easier to check progress. Detailed answers are posted on the companion web site www.pjorion.com/var/. The web site contains other materials, including additional questions that course instructors can assign to their students.. .

Jorion leaves no stone unturned, addressing the building blocks of VAR from computing and backtesting models to forecasting risk and correlations. He outlines the use of VAR to measure and control risk for trading, for investment management, and for enterprise-wide risk management. He also points out key pitfalls to watch out for in risk-management systems.. .

The value-at-risk approach continues to improve worldwide standards for managing numerous types of risk. Now morethan ever, professionals can depend on Value at Risk for comprehensive, authoritative counsel on VAR, its application, and its results-and to keep ahead of the curve.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .