Review Article
Good, Bad, Ugly? the Opportunities of AI in Finance
Shuxi Wang1* Kantarbayev Batyrbek2 and Uchkun Gulomov2
1Faculty of School of Information Technology & Management, University of International Business and Economics, Beijing, China
2Graduate Student of School of Information Technology & Management, University of International Business and Economics, Beijing, China
Shuxi Wang, Faculty of School of Information Technology & Management, University of International Business and Economics, China
Received Date: August 13, 2024; Published Date: August 27, 2024
Abstract
Artificial Intelligence (A.I.) has become increasingly popular due to emerging technologies, including generative AI, big data, deep learning, etc. It can provide insights from data that are hard to determine from a human perspective. Artificial Intelligence (A.I.) in finance helps to provide more personal and safer experiences for customers and develop cutting-edge solutions for a company. This paper surveys the challenges and opportunities in applying Artificial Intelligence (A.I.) to finance. It provides a state-of-the-art review of financial technologies, algorithmic trading, and fraud detection. Also, the paper identifies two research topics. One is how to use generative AI in algorithmic trading. The other is how to apply it to fraud detection. Last but not least, this paper discusses the challenges posed by generative AI, such as the ethical considerations, potential biases, and data security.
Keywords: Artificial Intelligence; Finance; algorithmic trading; Fraud detection
Introduction
Artificial Intelligence (A.I.) has played a major role in business, finance, healthcare, science, engineering, etc. In these fields, Artificial Intelligence (A.I.) can be studied, analyzed, and used to benefit society. Artificial Intelligence (A.I.) includes a wide range of new systems and techniques. However, these new techniques all bring forth their own opportunities and challenges. The main objective of this research is to describe how Artificial Intelligence (A.I.) is used in finance and to understand the unique challenges and opportunities.
This paper is organized as follows: basic concepts, how Artificial Intelligence is involved in finance, the challenges and opportunities associated with FinTech, algorithmic trading and how Artificial Intelligence is involved with it, financial fraud detection.
Basic Concepts
What is Artificial Intelligence (AI)? Artificial Intelligence (AI) is machines using mathematical functions and complex algorithms to perform tasks that humans perform.
What is Machine Learning (ML)? Machine Learning (ML) is computers learning from data instead of being programmed.
What is Big Data? Big Data is very large amounts of data being collected with a great variety of data types and a high rate of velocity.
What is finance? The essence of finance is three sentences: (1). One is to manage money for the rich and finance for the poor. (2). Second, in fact, there are three words: “credit”, “leverage” and “risk”. (3). The third is that finance serves the real economy, and if finance does not serve the real economy, it has no soul and is a meaningless bubble. In this sense, the financial industry is the service industry.
Artificial Intelligence has created meaningful insights, which has resulted in a rise in revenue in multiple disciplines. This paper focuses on how Artificial Intelligence has developed in finance. Artificial Intelligence can allow for direct information that is diverse, reliable, and delivered fast. In the finance world, these Artificial Intelligence tools will allow for more predictive power. Artificial Intelligence may include algorithms related to digital financial services, e.g., digital factoring, invoicing, and loan calculations. Furthermore, Artificial Intelligence may contain technologies that support digital investments, trading, crowdfunding, digital money, virtual currencies, and digital payments. This means that finance is shifting from traditional human traders and cash transactions to a virtual and safer environment. Artificial Intelligence has aided in the creation of FinTech, prevented fraud, and helped to develop robo-advising. Artificial Intelligence has provided the resources for finance to take off in a whole new light.
The opportunities that Artificial Intelligence has provided for finance do not come without their challenges. Fraud protection, algorithmic trading, and robo-advising are unique outcomes that present improvements in the industry, but still produce negative outcomes.
AI in Financial Technology
Financial technology is the growing sector of automated banking, online payments, algorithmic trading, cryptocurrencies, etc.
FinTech is growing and so is the use of AI in the field. Companies are gathering so much data that they are able to process and learn from. These data help them to stay ahead of competitors and grow in their market. AI gives them the ability to collect, process, clean, analyze, model, and communicate the findings to be beneficial to their companies. AI helps to automate this process, make it fast, find trends that humans cannot, make employees more productive by eliminating some of their repetitive and time-consuming tasks, and help to protect the companies and clients.
AI in FinTech allows us to identify trends, make predictions, and gain insights. FinTech companies can leverage data science along with AI to implement successful changes in the companies. The two main technologies in FinTech that help to obtain meaningful information from data are artificial intelligence (AI) and blockchain.
AI can make future predictions, identify fraud, and give more accurate advice to customers. AI uses past historical and present data that have been processed and analyzed with data science tools to make future predictions. These predictions can involve future revenue, what price point that products should be sold at, or when a company should buy or sell stock. Past and present data that are being collected can be transformed in seconds into meaningful future predictions. AI is also able to find patterns in data that a human would not be able to find. These patterns lead to very insightful comparisons between past and present data sets that lead to insightful future ideas.
AI in Fraud Detection
AI can identify patterns more accurately and faster than humans. Within these patterns, these machines can identify anomalies that may be fraud. It is also helpful that AI is constantly learning and can learn what is fraudulent and what is not. There are many falsely flagged transactions that are thought to be fraud but are not. AI can learn and eliminate those falsely flagged fraudulent transactions. Artificial intelligence machines also help to monitor transactions at all hours. This increases the likelihood that fraud will be detected and responded to quickly.
AI can help customers in a variety of ways. AI chatbots (ChatGPT) can help customers online in a very productive way. They can answer questions just like a human would and can provide real-time help to customer issues. They can also provide answers in multiple languages and will not become flustered due to stress. AI can also increase customer engagement. AI can monitor what the customer clicks on and interacts with, and then they can provide more personable experiences for the customer. This results in happier customers and more sales for a company. Issues with AI in this regard are that it cannot understand and sympathize with a customer.
Generative AI has the potential to transform the finance industry in the coming years. It can automate tasks, improve decisionmaking processes, and enhance overall efficiency in finance. Also, generative AI can power chatbots for customer service, answering questions, and providing information about financial products and services. It should be noted that generative AI poses some challenges, including ethical considerations and potential biases. It is crucial to deploy responsible generative AI in finance.
Financial Technology of AI
FinTech is going to continue to provide digital payments, peerto- peer transactions, and international payments. It is going to continue to provide financial services faster and more efficiently with the help of technology.
Financial technology, which has made some customers’ lives so much easier, does not come without its unique set of challenges. FinTech creates issues with regulatory compliance, financial inclusion, and data privacy/security.
Regulatory Compliance Issues
FinTech companies are developing and using the newest and best technology on the market. This technology is being delivered faster than frameworks for regulations are being developed. The concepts that a company may want to implement might not comply with existing regulations. Then, there is a gap in what the FinTech companies can provide and what the regulations allow them to provide. Getting the regulations updated and followed can be a time-consuming process. The regulations that a company must abide by also vary depending on the country.
Financial Inclusion Issues
FinTech can lead to certain populations being excluded from the benefits of the field. There are many issues with getting the technology needed for FinTech. Technology and Internet access can be expensive and complicated to use. It is difficult for certain populations to understand how to use technology correctly. There is also potential for biases in algorithms. This means that the existing FinTech algorithms are not always fair. These algorithms can discriminate based on race, gender, and income. FinTech can be exciting and helpful for many people, but it also excludes many people who do not have the resources for it.
Data Privacy/Security in Financial Technology
FinTech companies collect a lot of personal and financial information, such as names, addresses, social security numbers, bank account numbers, and personal biometrics that might be used to gain access to an account. All of this information is “gold” to hackers and makes these financial technology institutions vulnerable to ransomware, malware, phishing attacks, and data breaches.
To protect customers’ data, it is important to have encryption, multifactor identification, and firewalls. Since data might be shared with third parties, it is important for text to be encrypted into ciphertext, so that it is unreadable during the transmission of data. Multifactor identification can help to protect data security and privacy, because it means that more than a password and username is needed to access data. This means that there is a more in-depth security process to access sensitive data. Lastly, all FinTech companies should have firewalls to monitor traffic coming in or out of their network. This can help them to block and identify suspicious activity.
AI for Algorithmic Trading
Algorithmic trading is a way to execute orders with preprogrammed algorithms to automate trades, depending on the price, time, and volume. Algorithmic trading uses very complex mathematical calculations and rule-based algorithms to determine whether trades should be executed. Algorithmic trading uses machine learning to understand the past trading history and patterns. The accuracy and efficiency of algorithmic trading depends heavily on the analysis of data sets to determine the correct and best practices.
A trading process includes five main stages: data access/ cleaning, pre-trade analysis, trading signal generation, trading execution, and post-trade analysis. Developers use different approaches, including back-testing and optimization, to evaluate the effectiveness of the algorithms.
In the trading process, it is necessary to obtain market data first, including the stock price, trading volume, and other financial data. Pre-trade Analysis
This includes the development of trading strategies and the setting of trading objectives, etc. Based on the results of the pretrade analysis, traders generate trading signals indicating when to buy or sell a specific financial asset, according to the established trading strategy. Once the trade signal has been generated, the traders execute the actual trade. This involves executing buy or sell orders and ensuring that trade is carried out based on established strategies and rules. The outcome of the trading activity, such as the difference between the expected price and the final strike price and the profit and loss statement, is assessed.
For algorithmic trading to be beneficial, computers need to comprehend data sets that represent events in our fast-paced and changing world. Autoregressive models have past values that can predict what future values will be. Back-testing, which involves testing a strategy or algorithm using historical data, is how algorithmic traders can see how their strategies would have performed in the past. AI helps to make back-testing successful by collecting historical data, testing the performance of the trading strategy, finding ways to make improvements to the strategies, and evaluating successes and issues with the back-tested trading strategy. Algorithmic trading is expected to continue to grow.
Algorithmic trading presents both positive and negative impacts. The future of algo trading can provide benefits by increasing the trading efficiency, introducing risk management techniques, and reducing the amount of work for traders. On the other hand, the challenges are still prevalent with market volatility issues, a lack of trans-parency, compliance with multiple regulations, ethical issues, and the possibility of data breaches and system failures.
Opportunities with Algorithmic Trading: Increasing Trading Efficiency; Risk Management Techniques; Reduce the Amount of Work for Traders; Reduce Workload for Traders; Machine Learning for Market Movement Prediction.
Challenges with Algorithmic Trading: Market Volatility; Lack of Transparency; Regulation Compliance Difficulties; Ethical Issues.
Introduction
Introduction
Introduction
References
- Guan C, Mou J, Jiang Z (2020) Artificial intelligence innovation in education: A twenty-year data-driven historical analysis. International Journal of Innovation Studies 4(4): 134-147.
- Mollah Shorif (2024) The State of Art, Advantages, and Shortcomings of Blended Learning (BL) While Applied in the Fields of Social Sciences: A Review Article. Iris J of Edu & Res 2(5): IJER.MS.ID.000546.
- Fuad DRSM, Musa K, Hashim Z (2022) Innovation culture in education: A systematic review of the literature. Management in Education 36(3): 135-149.
- Perea JD, Arbeláez E, Pantoja ANL, Bastidas MM, Arenas LGA et al. (2024) Forging a Space Camp Nexus Between Industry and Academia. Iris J of Edu & Res 2(2): IJER.MS.ID.000535.
- Guskey TR (2002) Professional development and teacher change. Teachers and teaching 8(3): 381-391.
- Greany T, Maxwell B (2017) Evidence-informed innovation in schools: aligning collaborative research and development with high quality professional learning for teachers. International Journal of Innovation in Education 4(2-3): 147-170.
- Darling-Hammond L, Hyler ME, Gardner M (2017) Effective teacher professional development. Learning policy institute.
- Dochy F, Segers M, Arikan S (2022) Dialogic Feedback for High Impact Learning: Key to PCP-Coaching and Assessment-as-Learning. Routledge.
- Anseel F, Beatty A, Shen W, Lievens F, Sackett P (2015) How are we doing after 30 years? A meta-analytic review of the antecedents and outcomes of feedback-seeking behavior. Journal of Management 41(1): 318–48.
- Katz R (1985) Organizational stress and early socialization experiences. In TA Beehr, RS Bhagat (Eds.), Human stress and cognition in organizations. New York: Wiley pp. 117-139.
- Morrison EW (1993) Newcomer information seeking: Exploring types, modes, sources, and outcomes. Academy of Management Journal 36: 557–589.
- Xu Y, D Carless (2017) Only True Friends Could Be Cruelly Honest’: Cognitive Scaffolding and Social-Affective Support in Teacher Feedback Literacy. Assessment & Evaluation in Higher Education 42(7): 1082–1094.
- To J, Y Liu (2018) Using Peer and Teacher-Student Exemplar Dialogues to Unpack Assessment Standards: Challenges and Possibilities. Assessment & Evaluation in Higher Education 43(3): 449–460.
- Ferris GR, Liden RC, Munyon TP, Summers JK, Basik KJ, et al. (2009) Relationships at work: Toward a multidimensional conceptualization of dyadic work relationships. Journal of Management 35(6): 1379-1403.
- Anseel F, Strauss K, Lievens F (2017) How future work selves guide feedback seeking and feedback responding at work. In The Self at Work. Research Collection Lee Kong Chian School of Business pp. 294-318.
- Nuis JW, Peters P, Blomme R, Kievit H (2021) Dialogues in sustainable HRM: examining and positioning intended and continuous dialogue in sustainable HRM using a complexity thinking approach. Sustainability 13(19): 10853.
- Anseel F, Vossaert L, Corneille E (2018) Like ships passing in the night: Towards a truly dyadic perspective on feedback dynamics. Management Research, The Journal of the Iberoamerican Academy of Management 16(4): 334-342.
- Anseel F, Brutus S (2019) Checking in? A dyadic and dynamic perspective on feedback conversations. In L. A. Steelman & J. R. Williams (Eds.), Feedback at work. Springer Nature Switzerland AG pp. 29-51.
- Tam ACF (2020) Undergraduate students’ perceptions of and responses to exemplary based dialogic feedback. Assessment & Evaluation in Higher Education pp. 1-17.
- DeNisi A, Sockbeson CES (2018) Feedback sought vs feedback given: a tale of two literatures. Management Research: Journal of the Iberoamerican Academy of Management 16: 320-333.
- Ashford S, Cummings L (1983) Feedback as an individual resource: Personal strategies for creating information. Organizational Behavior and Human Performance 32: 370-398.
- Ashford SJ, De Stobbeleir K, Nujella M (2016) To seek or not to seek: Is that the only question? Recent developments in feedback-seeking literature. Annual Review of Organisational Psychology and Organisational Behavior 3: 213-239.
- Ashford SJ, Blatt R, VandeWalle D (2003) Reflections on the looking glass: A review of research on feedback-seeking behavior in organizations. Journal of management 29(6): 773-799.
- De Stobbeleir KE, Ashford SJ, de Luque MFS (2010) Proactivity with image in mind: How employee and manager characteristics affect evaluations of proactive behaviours. Journal of occupational and organisational psychology 83(2): 347-369.
- Jawahar IM (2010) The mediating role of appraisal feedback reactions on the relationship between rater feedback-related behaviors and ratee performance. Group & Organization Management 35(4): 494-526.
- Zhang W, Wang B, Qian J, Liu Y (2023) Pains and gains of feedback source: the dual effects of subordinates’ feedback-seeking events on leaders’ work engagement. Current Psychology 42(34): 30311-30321.
- Fedor DB, Rensvold RB, Adams SM (2006) An investigation of factors expected to affect feedback seeking: A longitudinal field study. Personnel Psychology 45(4): 779-802.
- Ashford S (2003) Reflections on the Looking Glass: A Review of Research on Feedback-Seeking Behavior in Organizations. Journal of Management 29(6): 773–799.
- Walsh JP, Ashford SJ, Hill TE (1985) Feedback obstruction: The influence of the information environment of employee turnover intentions. Human Relations 38: 23–46.
- Ashford SJ (1986) Feedback-Seeking in Individual Adaptation: A Resource Perspective. Academy of Management Journal 29(3): 465–487.
- Buono J, Bowditch J (1989) The human side of mergers and acquisitions. San Francisco: Jossey-Bass Publishers.
- Sias PM, Wyers TD (2001) Employee uncertainty and information-seeking in newly formed expansion organizations. Management Communication Quarterly 14(4): 549–573.
- Carayon P, Zijlstra F (1999) Relationship between job control, work pressure and strain: Studies in the USA and in the Netherlands. Work & Stress 13(1): 32–48.
- Van der Rijt J, van de Wiel MWJ, Van den Bossche P, Segers MSR, Gijselaers WH (2012) Contextual antecedents of informal feedback in the workplace. Human Resource Development Quarterly 23(2): 233–257.
- Zhang X, Wang X, Tian F, Xu D, Fan L (2023) Anticipating the antecedents of feedback-seeking behavior in digital environments: a socio-technical system perspective. Internet Research 33(1): 388-409.
- Sijbom RB, Anseel F, Crommelinck M, De Beuckelaer A, De Stobbeleir KE (2018) Why seeking feedback from diverse sources may not be sufficient for stimulating creativity: The role of performance dynamism and creative time pressure. Journal of Organizational Behavior 39(3): 355-368.
- Qian J, Yang F, Han ZR, Wang H, Wang J (2018) The presence of a feedback-seeking role model in promoting employee feedback seeking: a moderated mediation model. The International Journal of Human Resource Management 29(18): 2682-2700.
- Krasman J (2013) Putting feedback‐seeking into “context”: job characteristics and feedback‐seeking behaviour. Personnel Review 42(1): 50–66.
- Mulder R, D Ellinger A (2013) Perceptions of quality of feedback in organizations: Characteristics, determinants, outcomes of feedback, and possibilities for improvement: Introduction to a special issue. European Journal of Training and Development 37(1): 4-23.
- Breaugh JA, London M (2003) Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement. The Academy of Management Review 29(3): 512.
- Hattie J, Timperley H (2007) The power of feedback. Review of educational research 77(1): 81 112.
- Huang JT (2012) Be Proactive as Empowered? The Role of Trust in One’s Supervisor in Psychological Empowerment, Feedback Seeking, and Job Performance. Journal of Applied Social Psychology 42: E103–E127.
- Chuang A, Lee CY, Shen CT (2014) A multilevel perspective on the relationship between interpersonal justice and negative feedback-seeking behaviour. Canadian Journal of Administrative Sciences 31(1): 59-74.
- Lu KM, Pan SY, Cheng JW (2011) Examination of a Perceived Cost Model of Employees’ Negative Feedback-Seeking Behavior. The Journal of Psychology 145(6): 573–594.
- Kim TY, Cable DM, Kim SP, Wang J (2009) Emotional competence and work performance: The mediating effect of proactivity and the moderating effect of job autonomy. Journal of Organizational Behavior 30(7): 983–1000.
- De Stobbeleir K, Ashford SJ (2014) The Power of Peers: Antecedents and Outcomes of Peer Feedback Seeking Behavior. In Academy of Management Proceedings. Briarcliff Manor, NY 10510: Academy of Management 2014(1): 14128.
- Krasman J (2011) Taking feedback-seeking to the next “level”: organizational structure and feedback-seeking behavior. Journal Managerial Issues 23(1): 9–30.
- Tsui AS, Ashford SJ (1994) Adaptive Self-regulation: A Process View of Managerial Effectiveness. Journal of Management 20(1): 93–121.
- Bass B, Bass R (2008) The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. New York: Free Press
- Van Knippenberg D, Sitkin SB (2013) A Critical Assessment of Charismatic Transformational Leadership Research: Back to the Drawing Board? The Academy of Management Annals 7(1): 1–60.
- Hinkin TR, Tracey JB (1999) The relevance of charisma for transformational leadership in stable organizations. Journal of Organizational Change Management 12(2): 105–119.
- Teunissen PW, Stapel DA, van der Vleuten C, Scherpbier A, Boor K, et al. (2009) Who Wants Feedback? An Investigation of the Variables Influencing Residents’ Feedback Seeking Behavior in Relation to Night Shifts. Academic Medicine 84(7): 910–917.
- Miller CE, Levy PE (1997) Contextual and individual antecedents of feedback-seeking behavior. In national meeting of the Society of Industrial and Organizational Psychology, St. Louis, MO
- Mueller BH, Lee J (2002) Leader-Member Exchange and Organizational Communication Satisfaction in Multiple Contexts. Journal of Business Communication 39(2): 220–244.
- Gardner WL, Cogliser CC, Davis KM, Dickens MP (2011) Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly 22(6): 1120–1145.
- Qian J, Lin X, Chen GZ (2012) Authentic leadership and feedback-seeking behavior: an Examination of the cultural context of mediating processes in China. Journal of Management & Organization 18(3): 286–299.
- Ashford SJ, Tsui AS (1991) Self-regulation for managerial effectiveness: The role of active feedback seeking. Academy of Management Journal 34(2): 251–280.
- Wu CH, Parker SK, Bindl UK (2013) Who is proactive and why? Unpacking individual differences in employee proactivity. In Advances in positive organizational psychology. Emerald Group Publishing Limited pp. 261-280.
- Kram KE, Isabella LA (1985) Mentoring alternatives: The role of peer relationships in career development. Academy of Management Journal 28(1): 110–132.
- Sias PM (2015) Workplace Friendships. The International Encyclopedia of Interpersonal Communication pp. 1–5.
- Edmondson A (1999) Psychological safety and learning behavior in work teams. Administrative Science Quarterly 44(2): 350–383.
- Van den Bossche P, Gijselaers WH, Segers M, Kirschner PA (2006) Social and cognitive factors driving teamwork in collaborative learning environments: Team learning beliefs and behaviours. Small Group Research 37(5): 490–521.
- Wilkens R, London M (2006) Relationships between climate, process, and performance in continuous quality improvement groups. Journal of Vocational Behavior 69: 510–523.
- MacDonald HA, Sulsky LM, Spence JR, Brown DJ (2013) Cultural Differences in the Motivation to Seek Performance Feedback: A Comparative Policy-Capturing Study. Human Performance 26(3): 211–235.
- Barner-Rasmussen W (2003) Determinants of the feedback-seeking behaviour of subsidiary top managers in multinational corporations. International Business Review 12(1): 41–60.
- Brutus S, Greguras GJ (2008) Self-construals, motivation, and feedback-seeking behaviors. International Journal of Selection and Assessment 16(3): 282–291.
- Creswell JW, Hanson WE, Clark Plano VL, Morales A (2007) Qualitative Research designs: Selection and implementation. The counseling psychologist 35(2): 236-264.
- Lewis-Beck MS, Bryman A, Liao TF (2004) The sage encyclopedia of social science research methods. Sage Publications.
- Flanagan JC (1954) The critical incident technique. Psychological bulletin, 51(4): 327.
- Singh J, Wilkes RE (1996) When consumers complain: A path analysis of the key ante cedents of consumer complaint response estimates. Journal of the Academy of Marketing science 24(4): 350.
- Gehman J, Glaser VL, Eisenhardt KM, Gioia D, Langley A, et al. (2018) Finding theory–method fit: A comparison of three qualitative approaches to theory building. Journal of Management Inquiry 27(3): 284-300.
- Rabionet SE (2011) How I Learned to Design and Conduct Semi-structured Interviews: An Ongoing and Continuous Journey. The Qualitative Report 16(2): 563-566.
- Kallio H, Pietilä AM, Johnson M, Kangasniemi M (2016) Systematic methodological review: developing a framework for a qualitative semi‐structured interview guide. Journal of advanced nursing 72(12): 2954-2965.
- Gillham B (2005) Research Interviewing: The range of techniques: A practical guide: McGraw-Hill Education (UK).
- Babbie ER (2008) The basics of social research. Thomson/Wadsworth.
- Morse JM (1995) The Significance of Saturation. Qualitative Health Research 5(2): 147–149.
- Braun V, Clarke V (2006) Using thematic analysis in psychology. Qualitative Research in Psychology 3(2): 77–101.
- Boyatzis RE (1998) Transforming qualitative information: Thematic analysis and code development. Sage.
- Contreras RB (2011) Examining the context in qualitative analysis: The role of the co-occurrence tool in Atlas. ti. ATLAS. ti Newsletter, August pp. 5-6.
- Armborst A (2017) Thematic proximity in content analysis. Sage Open 7(2): 2158244017707797.
- Sherf EN, Morrison EW (2020) I do not need feedback! Or do I? Self-efficacy, perspective taking, and feedback seeking. Journal of Applied Psychology 105(2): 146.
- Kouzes J, Posner B (2014) To get honest feedback, leaders need to ask.
- Nordqvist S, Hovmark S, Zika-Viktorsson A (2004) Perceived time pressure and social processes in project teams. International Journal of Project Management 22: 463–468.
- Ellström PE (2001) Integrating learning and work: Problems and prospects. Human Resource Development Quarterly 12(4): 421–435.
- Whitaker BG, Levy P (2012) Linking Feedback Quality and Goal Orientation to Feedback Seeking and Job Performance. Human Performance 25(2): 159–178.
- Dahling J, O Malley AL, Chau SL (2015) Effects of feedback motives on inquiry and performance. Journal of Managerial Psychology 30(2): 199-215.
- Anseel F, Lievens F, Schollaert E (2009) Reflection as a strategy to enhance task performance after feedback. Organizational Behavior and Human Decision Processes 110(1): 23-35.
- Hofstede G (1986) Cultural differences in teaching and learning. International Journal of Intercultural Relations 10(3): 301–320.
- Bott G, Tourish D (2016) The critical incident technique reappraised: Using critical incidents to illuminate organizational practices and build theory. Qualitative Research in Organizations and Management: An International Journal 11(4): 276-300.
- Sharoff L (2008) Critique of the critical incident technique. Journal of Research in Nursing 13(4): 301-309.
- Isaacs W (1994) Team learning. In P Senge, A Kleiner, C Roberts, RB Ross, BJ Smith (Eds), The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. New York, NY: Doubleday pp. 357-444.
- Madjar N (2005) The Contributions of Different Groups of Individuals to Employees’ Creativity. Advances in Developing Human Resources 7(2): 182–206.
- Madjar N, Oldham GR, Pratt MG (2002) There’s no place like home? The contributions of work and nonwork creativity support employees’ creative performance. Academy of Management Journal 45(4): 757–767.
- Aten K, Thomas GF (2016) Crowdsourcing Strategizing. International Journal of Business Communication 53(2): 148–180.
- Cheng J, Li K, Cao T (2023) How Transformational Leaders Promote Employees’ Feedback-Seeking Behaviors: The Role of Intrinsic Motivation and Its Boundary Conditions. Sustainability 15(22): 15713.
- De Stobbeleir K, Ashford S, Zhang C (2020) Shifting focus: Antecedents and outcomes of proactive feedback seeking from peers. Human Relations 73(3): 303-325.
-
Shuxi Wang* Kantarbayev Batyrbek and Uchkun Gulomov. Good, Bad, Ugly? the Opportunities of AI in Finance. Iris J of Edu & Res. 4(1): 2024. IJER.MS.ID.000576.
-
Artificial Intelligence, Finance, algorithmic trading, Fraud detection
-
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.