Itai Gurvich
Itai Gurvich

MANAGERIAL ECONOMICS & DECISION SCIENCES; OPERATIONS
Associate 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

    Economist Intelligence Unit: Executive Briefing: We will be right with you

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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

Editorial Positions
Associate Editor, Management Science, 2014-ongoing
Associate Editor, Operations Research, 2011-ongoing

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

Articles
Gurvich, Itai and Jan A. Van Mieghem. Forthcoming. Collaboration and Multitasking in Networks: Architectures, Bottlenecks and Throughput. Manufacturing & Service Operations Management.
Gurvich, Itai and Amy Ward. Forthcoming. On the Dynamic Control of Matching Queues. Stochastic Systems.
Gurvich, Itai, J Huang and Avishai Mandelbaum. Forthcoming. Excursion-based universal approximations for the Erlang-A queue in steady-state. Mathematics of Operations Research.
Gurvich, Itai. Forthcoming. Validity of heavy-traffic steady-state approximations in multiclass queueing networks: The case of queue-ratio disciplines. Mathematics of Operations Research.
Gurvich, Itai. Forthcoming. Diffusion models and steady-state approximations for exponentially ergodic Markovian queues. Annals of Applied Probability.
Atar, Rami and Itai Gurvich. 2009. Scheduling Parallel Servers in the Non-Degenerate Slowdown Diffusion Regime: Asymptotic Optimality Results. The Annals of Applied Probability. 24(2): 760-810.
Allon, GadAchal Bassamboo and Itai Gurvich. 2012. "We will be Right With you": Managing Customer Expectations with Vague Promises and Cheap Talk. Operations Research. 59(6): 1382-1394.
Deo, Sarang and Itai Gurvich. 2011. Centralized vs. Decentralized Ambulance Diversion: A Network Perspective. Management Science. 57(3): 1300-1319.
Gurvich, Itai and Ohad Perry. 2011. Overflow networks: approximations and implications to call center outsourcing.. Operations Research. 60(4): 996-1009.
Ata, Baris and Itai Gurvich. 2011. On Optimality Gaps in the Halfin-Whitt Regime. Annals of Applied Probability. 22(1): 407-455.
Gurvich, Itai, James Luedtke and Tolga Tezcan. 2010. Staffing Call-Centers With Uncertain Demand Forecasts: A Chance-Constrained optimization approach. Management Science. 56(7): 1093-1115.
Gurvich, Itai and Ward Whitt. 2010. Service-Level Differentiation in Many-Server Service Systems: A solution based on fixed-queue-ratio routing. Operations Research. 29: 567-588.
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 and Ward Whitt. 2009. Queue-and-Idleness-Ratio Controls in Many-Server Service Systems. Math of OR. 34(2): 363-396.
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. Scheduling Flexible Servers with Convex Delay Costs in Many-Server Service Systems. Manufacturing and Service Operations Management. 11(2): 237-253.
Armony, Mor, Itai Gurvich and Avishai Mandelbaum. 2008. Service Level Differentiation in Call Centers with Fully Flexible Servers. Management Science. 54(2): 279-294.
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.
Working Papers
Gurvich, ItaiMartin Lariviere and Antonio Moreno-Garcia. 2013. Staffing Service Systems when Capacity Has a Mind of its Own.
Zhang, J, Eric Park, Itai GurvichJan A. Van Mieghem, Robert S. Young and Mark V. Williams. 2013. Hospital Readmissions Reduction Program: A Financial and Operational Analysis.
Park, Eric, Sarang Deo and Itai Gurvich. 2013. Empirical Analysis of Ambulance Diversion: Policy Change in Los Angeles County.
Gurvich, Itai and S.B. Soh. 2012. Call-center staffing: Service-level-differentiation and Gcµ rules.

 
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.

Service Operations (OPNS-482-0)

This course counts toward the following majors: Operations, Health Enterprise Management, Managerial Analytics

Services are playing an ever-increasing role in the American and world economies. Consequently, it is important for a manager to understand how services differ from manufacturing operations and how traditional operations' management techniques can be applied to services. (For example, how do insights from lean operations apply to service settings?) This course applies concepts from the core operations class, extending the discussion of managing variability and customer waits. The impact of priorities, pricing and employee staffing are considered in this setting. Additional topics include evaluation of service productivity, management of service quality and recovery, the impact of human resource policies and techniques for revenue management. The course examines service operations in healthcare, retail environments and airlines, among other settings.