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Itai Gurvich
Itai Gurvich

MANAGERIAL ECONOMICS & DECISION SCIENCES; OPERATIONS
Assistant Professor of Managerial Economics & Decision Sciences

Print Overview
Professor Gurvich joined the faculty at the Kellogg School of Management in 2008, after completing his PhD in the Decision, Risk and Operations department at Columbia University's Graduate School of Business. His research focuses on operational aspects of service systems, especially call-centers. Currently, he is investigating design and staffing solutions for service systems, with the objective of guaranteeing consistent service levels in the face of fluctuating demands.


Areas of Expertise
Queuing Systems
Service Management
  • Recent Media Coverage

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Print Vita
Education
PhD, 2008, Decisions, Risk and Operations, Columbia University
MSc, 2004, Operations Research, Israel Institute of Technology, Summa Cum Laude
BSc, 2002, Industrial Engineering, Israel Institute of Technology, Summa Cum Laude

 
Print Research
Research Interests
Service systems, queueing systems and applied probability

Articles
Ata, Baris and Itai Gurvich. Forthcoming. On Optimality Gaps in the Halfin-Whitt Regime. Annals of Applied Probability.
Gurvich, Itai and Ohad Perry. Forthcoming. Overflow Networks: Approximations and Implications to Call Center Outsourcing. Operations Research.
Allon, GadAchal Bassamboo and Itai Gurvich. Forthcoming. "We Will be Right with You:" Managing Customer Expectations with Vague Promises and Cheap Talk. Operations Research.
Deo, Sarang and Itai Gurvich. 2011. Centralized vs. Decentralized Ambulance Diversion: A Network Perspective. Management Science. 57(7): 1300-1319.
Gurvich, Itai, James Luedtke and Tolga Tezcan. 2010. Staffing Call-Centers With Uncertain Demand Forecasts: A Chance-Constraints Approach. Management Science. 56(7): 1093-1115.
Gurvich, Itai and Ward Whitt. 2010. Service-Level Differentiation in Many-Server Service System Via Queue-Ratio Routing. Operations Research. 58(2): 316-328.
Allon, Gad and Itai Gurvich. 2010. Pricing and Dimensioning Competing Large-Scale Service Providers. Manufacturing and Service Operations Management. 12(3): 449-469.
Gurvich, Itai, Mor Armony and Constantinos Maglaras. 2009. Cross-Selling in a Call Center with a Heterogeneous Customer Population. Operations Research. 57(2): 299-313.
Gurvich, Itai and Ward Whitt. 2009. Queue-and-Idleness-Ratio Controls in Many-Server Service Systems. Math of OR. 34(2): 363-396.
Gurvich, Itai and Ward Whitt. 2009. Scheduling Flexible Servers with Convex Delay Costs in Many-Server Service Systems. Manufacturing and Service Operations Management. 11(2): 237-253.
Gurvich, Itai and Mor Armony. 2010. When Promotions Meet Operations: Cross Selling and Its Effect on Call-Center Performance. Manufacturing and Service Operations Management. 12(3): 470-488.
Armony, Mor, Itai Gurvich and Avishai Mandelbaum. 2005. Service Level Differentiation in Call Centers with Fully Flexible Servers. Management Science. 54(2): 279-294.
Working Papers
Gurvich, Itai, J Huang and Avishai Mandelbaum. 2012. Excursion-based universal approximations for the Erlang-A queue in steady-state.
Atar, Rami and Itai Gurvich. Scheduling Parallel Servers in the Non-Degenerate Slowdown Diffusion Regime: Asymptotic Optimality Results.
Gurvich, Itai. Validity of heavy-traffic steady-state approximations in multiclass queueing networks: The case of queue-ratio disciplines.

 
Print Teaching
Teaching Interests
Operations Management
Full-Time / Part-Time MBA
Operations Management (OPNS-430-0)

This course counts toward the following majors:Operations.

Operations management is the management of business processes--that is, the management of the recurring activities of a firm. This course aims to familiarize students with the problems and issues confronting operations managers, and to provide the language, concepts, insights and tools to deal with these issues to gain competitive advantage through operations. We examine how different business strategies require different business processes and how different operational capabilities allow and support different strategies to gain competitive advantage. A process view of operations is used to analyze different key operational dimensions such as capacity management, cycle time management, supply chain and logistics management, and quality management. Finally, we connect to recent developments such as lean or world-class manufacturing, just-in-time operations, time-based competition and business re-engineering.

Operations Management (Turbo) (OPNS-438-A)
This accelerated course serves as an introduction to Operations Management. The course approaches the discipline from the perspective of the general manager, rather than from that of the operations specialist. The coverage is very selective: Students concentrate on a small list of powerful themes that have emerged recently as the central building blocks of world-class operations. The course also presents a sample of operations management tools and techniques that have proved extremely useful through the years. The topics discussed are equally relevant in the manufacturing and service sectors.