Staffing, Routing, and Payment to Trade off Speed and Quality in Large Service Systems

Published Online:https://doi.org/10.1287/opre.2018.1838

References

  • Afeche P (2013) Incentive-compatible revenue management in queueing systems: Optimal strategic delay. Manufacturing Service Oper. Management 15(3):423–443.LinkGoogle Scholar
  • Afeche P, Pavlin JM (2016) Optimal price/lead-time menus for queues with customer choice: Segmentation, pooling, and strategic delay. Management Sci. 62(8):2412–2436.LinkGoogle Scholar
  • Akerlof G (1970) The market for “lemons”: Quality uncertainty and the market mechanism. Quart. J. Econom. 84(3):488–500.CrossrefGoogle Scholar
  • Alizamir S, de Vericourt F, Sun P (2013) Diagnostic accuracy under congestion. Management Sci. 59(1):151–171.LinkGoogle Scholar
  • Allon G, Gurvich I (2010) Pricing and dimensioning competing large-scale service providers. Manufacturing Service Oper. Management 12(3):449–469.LinkGoogle Scholar
  • Allon G, Bassamboo A, Cil E (2017) Skill management in large-scale service marketplaces. Production. Oper. Management 26(11):2050–2070.CrossrefGoogle Scholar
  • Anand K, Pac M, Veeraraghavan S (2011) Quality–speed conundrum: Trade-offs in customer-intensive services. Management Sci. 57(1):40–56.LinkGoogle Scholar
  • Armony M, Gurvich I (2010) When promotions meet operations: Cross-selling and its effect on call center performance. Manufacturing Service Oper. Management 12(3):470–488.LinkGoogle Scholar
  • Armony M, Maglaras C (2004) Contact centers with a call-back option and real-time delay information. Oper. Res. 52(4):527–545.LinkGoogle Scholar
  • Armony M, Roels G, Song H (2016) Pooling queues with discretionary service capacity. Working paper, New York University.Google Scholar
  • Bassamboo A, Randhawa R (2010) On the accuracy of fluid models for capacity sizing in queueing systems with impatient customers. Oper. Res. 58(5):1398–1413.LinkGoogle Scholar
  • Bassamboo A, Randhawa R, Zeevi A (2010) Capacity sizing under parameter uncertainty: Safety staffing principles revisited. Management Sci. 56(10):1668–1686.LinkGoogle Scholar
  • Borst S, Mandelbaum A, Reiman MI (2004) Dimensioning large call centers. Oper. Res. 52(1):17–34.LinkGoogle Scholar
  • Buell RW, Kim T, Tsay CJ (2017) Creating reciprocal value through operational transparency. Management Sci. 63(6):1673–1695.LinkGoogle Scholar
  • Bureau of Economic Analysis (2017) GDP and the economy third estimates for the third quarter of 2016. Accessed March 8, 2019, https://bea.gov/scb/pdf/2017/01%20January/0117_gdp_and_the_economy.pdf.Google Scholar
  • Cachon GP, Harker PT (2002) Competition and outsourcing with scale economies. Management Sci. 48(10):1314–1333.LinkGoogle Scholar
  • Cachon GP, Zhang F (2007) Obtaining fast service in a queueing system via performance-based allocation of demand. Management Sci. 53(3):408–420.LinkGoogle Scholar
  • Chan CW, Yom-Tov G, Escobar G (2014) When to use speedup: An examination of service systems with returns. Oper. Res. 62(2):462–482.LinkGoogle Scholar
  • Debo LG, Toktay LB, Van Wassenhove LN (2008) Queuing for expert services. Management Sci. 54(8):1497–1512.LinkGoogle Scholar
  • Garnett O, Mandelbaum A, Reiman M (2002) Designing a call center with impatient customers. Manufacturing Service Oper. Management 54(3):208–227.LinkGoogle Scholar
  • Geng X, Huh WT, Nagarajan M (2015) Fairness among servers when capacity decisions are endogenous. Production Oper. Management 24(6):961–974.CrossrefGoogle Scholar
  • Gilbert SM, Weng ZK (1998) Incentive effects favor nonconsolidating queues in a service system: The principal-agent perspective. Management Sci. 44(12):1662–1669.LinkGoogle Scholar
  • Gopalakrishnan R, Doroudi S, Ward AR, Wierman A (2016) Routing and staffing when servers are strategic. Oper. Res. 64(4):1033–1050.LinkGoogle Scholar
  • Gurvich I, Lariviere M, Moreno-Garcia A (2018) Operations in the on-demand economy: Staffing services with self-scheduling capacity. Hu M, ed. Sharing Economy: Making Supply Meet Demand (Springer Nature, Cham, Switzerland).Google Scholar
  • Hasija S, Pinker E, Shumsky R (2010) Work expands to fill the time available: Capacity estimation and staffing under Parkinson’s law. Manufacturing Service Oper. Management 12(1):1–18.LinkGoogle Scholar
  • Hassin R (2016) Rational Queueing (CRC Press, Boca Raton, FL).CrossrefGoogle Scholar
  • Hassin R, Haviv M (2003) To Queue or Not to Queue: Equilibrium Behavior in Queueing Systems (Kluwer Academic Publishers, Boston).CrossrefGoogle Scholar
  • He B, Liu Y, Whitt W (2016) Staffing a service system with non-Poisson non-stationary arrivals. Probab. Engrg. Inform. Sci. 30(4):593–621.CrossrefGoogle Scholar
  • Holmstrom B (1979) Moral hazard and observability. Bell J. Econom. 10(1):74–91.CrossrefGoogle Scholar
  • Holmstrom B (1982) Moral hazard in teams. Bell J. Econom. 13(2):324–340.CrossrefGoogle Scholar
  • Hopp W, Iravani S, Yuen G (2007) Operations systems with discretionary task completion. Management Sci. 53(1):61–77.LinkGoogle Scholar
  • Ibrahim R (2018) Managing queueing systems where capacity is random and customers are impatient. Production Oper. Management 27(2):234–250.CrossrefGoogle Scholar
  • Kalai E, Kamien MI, Rubinovitch M (1992) Optimal service speeds in a competitive environment. Management Sci. 38(8):1154–1163.LinkGoogle Scholar
  • Kostami V, Rajagopalan S (2014) Speed-quality trade-offs in a dynamic model. Manufacturing Service Oper. Management 16(1):104–118.LinkGoogle Scholar
  • Liu Y (2018) Staffing to stabilize the tail probability of delay in service systems with time-varying demand. Oper. Res. 66(2):514–534.LinkGoogle Scholar
  • Lovejoy WS, Sethuraman K (2000) Congestion and complexity costs in a plant with fixed resources that strives to make schedule. Manufacturing Service Oper. Management 2(3):221–239.LinkGoogle Scholar
  • Lu L, Van Mieghem J, Savaskan C (2009) Incentives for quality through endogenous routing. Manufacturing Service Oper. Management 11(2):254–273.LinkGoogle Scholar
  • Maglaras C, Zeevi A (2003) Pricing and capacity sizing for systems with shared resources: Approximate solutions and scaling relations. Management Sci. 49(8):1018–1038.LinkGoogle Scholar
  • Maglaras C, Zeevi A (2005) Pricing and design of differentiated services: Approximate analysis and structural insights. Oper. Res. 53(2):242–262.LinkGoogle Scholar
  • Maglaras C, Yao J, Zeevi A (2018) Optimal price and delay differentiation in large-scale queueing systems. Management Sci. 64(5):2427–2444.LinkGoogle Scholar
  • Mehrotra V, Ross K, Ryder G, Zhou Y (2012) Routing to manage resolution and waiting time in call centers with heterogeneous servers. Manufacturing Service Oper. Management 14(1):66–81.LinkGoogle Scholar
  • Milkovich GT, Newman JM (2004) Compensation, 8th ed. (McGraw-Hill/Irwin, Boca Raton, FL).Google Scholar
  • Ren ZJ, Zhou YP (2008) Call center outsourcing: Coordinating staffing level and service quality. Management Sci. 54(2):369–383.LinkGoogle Scholar
  • Rothschild M, Stiglitz J (1976) Equilibrium in competitive insurance markets: An essay on the economics of imperfect information. Quart. J. Econom. 90(4):629–649.CrossrefGoogle Scholar
  • Shunko M, Niederhoff J, Rosokha Y (2018) Humans are not machines: Impact of queueing design on service time. Management Sci. 64(1):453–473.LinkGoogle Scholar
  • Song H, Tucker A, Murrell K (2015) The diseconomies of queue pooling: An empirical investigation of emergency department length of stay. Management Sci. 61(12):3032–3053.LinkGoogle Scholar
  • Spence M (1973) Job market signaling. Quart. J. Econom. 87(3):355–374.CrossrefGoogle Scholar
  • Sun X, Whitt W (2018) Creating work breaks from available idleness. Manufacturing Service Oper. Management 20(4):721–736.LinkGoogle Scholar
  • Ward AR, Kumar S (2008) Asymptotically optimal admission control of a queue with impatient customers. Math. Oper. Res. 33(1):167–202.LinkGoogle Scholar
  • Whitt W (2006) Staffing a call center with uncertain arrival rate and absenteeism. Production Oper. Management 15(1):88–102.CrossrefGoogle Scholar
  • Zhan D, Ward AR (2014) Routing to minimize waiting and callbacks in large call centers. Manufacturing Service Oper. Management 16(2):220–237.LinkGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.