带后续队列长度通告的呼叫中心性能分析

从排队心理学的角度考虑了队列长度对顾客等待耐心的影响,设计了一个带队列信息通告机制的M／M／N模型。等待的顾客可以像有形排队一样获知目前排队的人数及其所处的队列位置,并以此决定继续等待或者放弃。使用仿真方法对该机制下的呼叫中心性能进行了分析,并与Erlang—A模型和Erlang—C模型进行了比较。     

Rational early exercise of call options: Australian evidence

Alpert (2010) develops a detailed analysis of the conditions for rational early exercise of call options in the presence of taxes. Using Alpert’s analysis as the theoretical framework, we examine the early exercise of call options in Australia over the period from 1 January 2001 to 30 June 2008. We find that exercises occurring on the last cum‐dividend trading day can be fully explained by non‐tax reasons, whilst taxation is a potential explanation for a large proportion of the early exercises that occur at other times.     

CALL CENTER在广州市煤气公司的应用

本文简单介绍了CALL CENTER技术在广州市煤气公司的应用。鉴于实际系统的复杂性，本文只从宏观面上针对重点部分进行阐述。本文给出了系统的信息流框图及网络结构图。     

股权质押、风险管理与大股东增持

基于2004-2016年A股上市公司样本,本文发现,股权质押会影响上市公司大股东的增持行为,而质押风险管理是股权质押影响大股东增持的潜在渠道。相较于未面临质押预警压力的大股东,面临质押预警压力的大股东更有可能去增持;此外,相较于国有企业,民营企业的大股东在面临质押预警压力时更有可能去增持。在经济后果方面,对于同样面临质押预警压力的大股东而言,选择增持会让上市公司股价在之后有更好的表现。本文认为,除了传统的财务动机等之外,缓解自身质押风险是上市公司大股东增持的另一动机;而除了盈余管理、税收规避等管理质押风险的事前措施外,增持是上市公司大股东管理质押风险的另一有效手段。     

Competition in telecommunication networks with call externalities

This paper describes a model involving two interconnected networks offering different degrees of quality. In these networks, there are call externalities enabling consumers to assess the quality of the calls they send and receive. Networks compete in two-part tariffs. Our aim is to show that the “profit neutrality” result no longer applies due to network asymmetry and call externalities. In the case of non reciprocal access charges, call externalities generate private incentives enabling each competitor to charge low access prices. This reduces the risk of tacit collusion as competitors are free to negotiate their access charges.      

Outsourcing of front-end business processes: Quality,information, and customer contact

We examine the recent supply chain phenomenon of outsourcing front-end business processes in this paper. Few, if any, of the existing theories provide satisfactory explanation for the rapid growth in this area. We use a model proposed by Sridhar and Balachandran [Sridhar, S.S., Balachandran, B.V. 1997. Incomplete information, task assignment, and managerial control systems. Manage. Sci. 43(6), 764–778] to determine the factors that might contribute to this phenomenon. Our analysis reveals that the ability of the vendor to forecast the task environment without bias and to gain sophistication in interpreting contract terms might make the firm indifferent between outsourcing and retaining front-end processes in-house. We validate our findings against the work of Apte and Mason [Apte, U.M., Mason, R.O., 1995. Global disaggregation of information-intensive services. Manage. Sci. 41(7), 1250–1262], who develop a theoretical framework to identify criteria for companies to select services to be outsourced. They base their decisions predominantly on the nature of “customer contact.” The combined theories are shown to provide a rich framework for identifying customer-facing tasks that can be outsourced.     

Strategic segmentation in front-line services: matching customers,employees and human resource systems

This paper examines variation in the use of high involvement work practices in service and sales operations. I argue that the relationship between the customer and front-line service provider is a central feature that distinguishes production-level service activities from manufacturing. In particular, through strategic segmentation, firms are able to segment customers by their demand characteristics and to match the complexity and potential revenue stream of the customer to the skills of employees and the human resource system that shapes the customer–employee interface. Unlike manufacturing, where high involvement systems have emerged in a wide variety of product markets, therefore, service organizations are likely to use high involvement systems only to serve higher value-added customers because of the high costs of these systems and the labour-intensive nature of services. Data from a nationally random sample of 354 call centres in US telecommunications documents this pattern: from classic mass production approaches for back office workers and increasingly for front office residential service agents, to greater involvement for small business service providers and high involvement practices for middle-market service agents.     

Beyond bureaucracy? Work organization in call centres

Call centres are a rapidly growing, IT-based channel for service and sales delivery, particularly in the financial services and telecom industries. Although little research has been undertaken on the human resource aspects of call centres, two contrasting images are emerging. The first emphasizes the bureaucratic, constraining nature of these work settings, while the second image points towards worker empowerment characteristic of knowledge-intensive settings. Which of these two images more faithfully portrays the nature of work organization in call centres is the subject of our paper. Drawing on qualitative research undertaken in six call centres and a survey of front-line workers, we show that elements of both models coexist and that a hybrid model predominates. The theoretical basis for this contention, and its institutionalization as mass customized bureaucracy, lies in management's on-going attempts to reconcile two conflicting principles: standardization of processes and customization of products. The paper also explores, as key consequences of mass customized bureaucracy, front-line workers' satisfaction with various facets of their job and their overall job satisfaction, in addition to discretionary work effort. Only in relation to job security and co-worker relations could front-line workers be considered satisfied. Overall, these employees were ambivalent in their responses. They were however more likely to give more discretionary work effort than indicated by their extent of satisfaction. We conclude that, although the existing pattern of work organization may be superior to more bureaucratic forms, it is by no means ideal from the standpoint of either front-line workers or management.     

Linking rewards to commitment: an empirical investigation of four UK call centres

Rewards being an important component of exchange theory, this research examines relationships among frontline employees' perceptions of rewards (extrinsic and intrinsic) and the three components of organizational commitment (i.e. affective, normative and continuance). The investigation is conducted by the help of a large survey in four call centres of a major retail bank in the UK. The results of the study support the contentions of exchange theory, and highlight the significance of both extrinsic and intrinsic rewards to develop affective, normative and continuance commitment in call centre employees. This research also helps to identify the antecedents that develop each component of commitment. The findings of this research have key messages for practitioners, and contribute to the fields of HRM, rewards, commitment and exchange theory.     

The interaction between opening call auctions and ongoing trade: Evidence from the NYSE

We investigate the impact that the opening batch has on trading for the remainder of the day and what impact the prior day's trading has on the subsequent day's open. Traders have an interest in these trading impacts as their trades may cluster around opening and closing time periods. We find that the larger the volume in the opening batches, the greater the volume across the day. We also find the prior day's volume being positively related to the subsequent day's opening volume. Combined, these results suggest a continuing pattern of trade volume rolling from one day to the next. Additionally, we find that the spread in the continuous market can be partially attributed to the price change in the opening batch. We also find evidence of opening trade price reversals. Combined with the absence of price reversals following the opening trade, we conclude that the opening process may be more efficient at handling information than the continuous market.