Using Information on Unconstrained Student Demand to Improve University Course Schedules

We examine how using information on unconstrained demand can improve operational decisions. Specifically, we examine the widespread problem of developing course schedules in not-for-profit university settings. We investigate the potential benefit of incorporating, into the scheduling process, information on the unconstrained demand of students for courses. Prior to this study, the status quo in our college, like that in a large proportion of university settings, was building the course schedule to avoid time conflicts between required courses and to minimize time conflicts between designated groups of courses, such as electives in a particular area. Compared to the status quo approach, we find that, based on three semester's worth of actual data, an approach that explicitly considers students’ course preferences improves a student-based metric of schedule quality on the order of over 4% (which is the equivalent, in our setting, of improving service for over 20% of students).

An Empirical Analysis of Performance Impacts Resulting From Conversion to Franchise Operations

Franchising is an important form of organizational control. Possible benefits of franchising include its ability to reduce agency costs that increase with costly monitoring, and provide incentives for the use of local information by onsite managers. However, these benefits may come at a cost, as franchisees may reduce quality by choosing to free ride. While many studies have investigated the reasons for franchising, few studies have documented the impacts of franchising on unit level operating performance. Using time-series data from a number of lodging properties that were converted to franchisee control from company control, this study documents the performance impacts of franchising. The analysis reveals that conversion results in a modest decline in financial performance and an immediate sharp decline in quality.