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Journal articles on the topic 'Call centers'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Kasznar, Istvan Karoly. "Administración de Call Center Ante Exigências del Consumidor." Revista Pensamento Contemporâneo em Administração 2, no. 3 (2008): 59. http://dx.doi.org/10.12712/rpca.v2i3.149.

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Este artículo muestra la creciente importancia asumida por los call-centers, como entidades que ayudan a comunicar con presteza, rapidez y grande eficiencia, informaciones y dados através de un canal de doble sentido. Tanto el consumidor, quanto el supridor de servicios ganan con el uso de call-centers, en un juego de alianzas del tipo gana-gana. Son expuestas las ventajas y desventajas del uso y aprovechamiento de call-centers, tanto por clientes, quanto por empresários. Y se apresentan las oportunidades estratégicas para la adequada compreensión de la relevancia de los call-centres y de su f

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Alyona Nefyodova. "CALL OF CENTERS." Current Digest of the Russian Press, The 76, no. 047 (2024): 17–19. https://doi.org/10.21557/dsp.101750659.

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Khan M. K., Amjad Hassan, and P. S. Aithal. "Identification of Customer Through Voice Biometric System in Call Centres." International Journal of Intelligent Systems and Applications 16, no. 5 (2024): 68–78. http://dx.doi.org/10.5815/ijisa.2024.05.06.

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In recent times, there has been a growing emphasis on adjusting communication strategies to foster strong customer relationships. This shift is driven by intensified competition, market maturation, and swift advancements in business technology. Consequently, companies have established call centers to efficiently handle customer support and fulfil customer inquiries. A pivotal aspect of enhancing service quality within these call centers involves accurately identifying customers during their interactions. The primary objective of this study is to introduce a methodology for identifying customer

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4

Jaoua, Amel, Pierre L’Ecuyer, and Louis Delorme. "Call-type dependence in multiskill call centers." SIMULATION 89, no. 6 (2013): 722–34. http://dx.doi.org/10.1177/0037549713479405.

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5

Sato, Hidenori. "Are call centers sweatshops?" Annals of Business Administrative Science 17, no. 5 (2018): 193–202. http://dx.doi.org/10.7880/abas.0180830a.

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6

Borst, Sem, Avi Mandelbaum, and Martin I. Reiman. "Dimensioning Large Call Centers." Operations Research 52, no. 1 (2004): 17–34. http://dx.doi.org/10.1287/opre.1030.0081.

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7

Talley, C. Richard. "Customer-service call centers." American Journal of Health-System Pharmacy 53, no. 17 (1996): 2041. http://dx.doi.org/10.1093/ajhp/53.17.2041.

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Wuring, Nicolette. "Ethics and call centers." CallCenter INTERNATIONAL 2, no. 1 (2009): 10–14. http://dx.doi.org/10.1007/bf03252238.

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9

Shah, Younis Ahamd, and Dr Riyaz Ahmad Rainayee. "Determinants of Attrition in Call Centers: a study of Indian Call Centers." IOSR Journal of Business and Management 16, no. 6 (2014): 46–51. http://dx.doi.org/10.9790/487x-16624651.

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10

ZAREEN, SHAFAQ, and DR SUREKHA RANA. "Job Satisfaction and Demographics: Implications in Call Centers." International Journal of Scientific Research 3, no. 4 (2012): 1–4. http://dx.doi.org/10.15373/22778179/apr2014/222.

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Bhulai, S., and G. Koole. "Queueing model for call blending in call centers." IEEE Transactions on Automatic Control 48, no. 8 (2003): 1434–38. http://dx.doi.org/10.1109/tac.2003.815038.

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김준우 and Jang Hee Lee. "Prioritizing the Transferred Calls in Two-Stage Call Centers." Journal of Korea Service Management Society 12, no. 1 (2011): 155–87. http://dx.doi.org/10.15706/jksms.2011.12.1.007.

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13

Hakan Özkan, Ahmet. "Impacts of Location on Bank Call Center Services: The Case of Turkey." South East European Journal of Economics and Business 7, no. 2 (2012): 77–88. http://dx.doi.org/10.2478/v10033-012-0016-4.

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Abstract Purpose - The CRM sector represents the quality of a company. The quality of a company might be evaluated by taking the services of a call center as a measure by the customers, because CRM is the most interactive point of the operations of all companies. Call centers represent companies with 24/7 service. Companies have to search for ways to increase the quality of their service and CRM. Call center companies started to move to Anatolia in response to government incentives. The purpose of this study was to examine the results of this change. Design/methodology/approach - Bank call cen

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Bojanić, Milana, Vlado Delić, and Alexey Karpov. "Call Redistribution for a Call Center Based on Speech Emotion Recognition." Applied Sciences 10, no. 13 (2020): 4653. http://dx.doi.org/10.3390/app10134653.

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Call center operators communicate with callers in different emotional states (anger, anxiety, fear, stress, joy, etc.). Sometimes a number of calls coming in a short period of time have to be answered and processed. In the moments when all call center operators are busy, the system puts that call on hold, regardless of its urgency. This research aims to improve the functionality of call centers by recognition of call urgency and redistribution of calls in a queue. It could be beneficial for call centers giving health care support for elderly people and emergency call centers. The proposed reco

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Rifat, Ara Shova. "Difficulties and Challenges Faced by Call Center Agents while Using English: A Case Study on Two Global Call Centers." Difficulties and Challenges Faced by Call Center Agents while Using English: A Case Study on Two Global Call Centers. 3, no. 2 (2024): 28–40. https://doi.org/10.53413/IJTELL.2022.0326.

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The number of multinational call centers is increasingday by day in our country but still it is challenging tofind expert agents to the companies because lack ofefficient English speaking employees are not available.This research intends to find the difficulties andchallenges faced by the Bangladeshi call center agentswhile communicating in English within the call centers.There are two call centers which are the part of theresearch study and both are the global multinationalorganizations where the agents need to communicatestrictly in English. The data has been collected throughresearch instru

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RAHMAN, TARIQ. "Language ideology, identity and the commodification of language in the call centers of Pakistan." Language in Society 38, no. 2 (2009): 233–58. http://dx.doi.org/10.1017/s0047404509090344.

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ABSTRACTThis article relates the language ideologies of Pakistan in general, and its call centers in particular, with the language policies and practices of the latter. The specific policy focused upon is the commodification of English with a near-native (American or British) accent as linguistic capital. These accents are indexed to the desired foreign identities which the workers of call centers perform in telephonic interaction with clients as part of their sales strategy. This crossing over to native-speaker linguistic identities is not always successful. When successful, however, some wor

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Vatse, Aditi. "Integration, GTM, and Metrics: AI Voice Call BOT for Outgoing Call Centers." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 05 (2025): 1–8. https://doi.org/10.55041/ijsrem48328.

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The emergence of artificial intelligence (AI) has profoundly reshaped numerous sectors, with outbound call centers among the most significantly affected. Industries such as insurance, healthcare, and financial services rely heavily on outbound communication to collect data, confirm information, and enhance customer engagement [1]. In response to the growing need for operational efficiency and improved customer interactions, AI voice call BOTs have emerged as a transformative solution, automating repetitive tasks, streamlining communication workflows, and providing 24/7 support [2]. This resear

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Begu, Enkela, Albana Kosovrasti, and Sonila Papathimiu. "GIS Analysis of Spatial Patterns of Call Center Industry in Tirana, Albania." International Journal of Environmental Sciences 11, no. 9s (2025): 254–61. https://doi.org/10.64252/9m4yqk61.

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The concept of Call Centers emerged in 1908 in United States, enabling varied marketing strategies facilitated by telecommunication. By the 1960s, various companies were utilizing extensive telephone campaigns to reach potential customers, demonstrating the evolving role of telecommunication in business operations. Recently, technological advancements in computing and telecommunications have spurred significant growth in Call Centers globally, including Albania, which has witnessed an increase in Call Centers, initiated by Intercom Data Service in 2005, with 20 employees. Currently, the number

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19

Ramchand, Rajeev, Lisa Jaycox, Pat Ebener, Mary Lou Gilbert, Dionne Barnes-Proby, and Prodyumna Goutam. "Characteristics and Proximal Outcomes of Calls Made to Suicide Crisis Hotlines in California." Crisis 38, no. 1 (2017): 26–35. http://dx.doi.org/10.1027/0227-5910/a000401.

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Abstract. Background: Suicide hotlines are commonly used to prevent suicides, although centers vary with respect to their management and operations. Aims: To describe variability across suicide prevention hotlines. Method: Live monitoring of 241 calls was conducted at 10 suicide prevention hotlines in California. Results: Call centers are similar with respect to caller characteristics and the concerns callers raise during their calls. The proportion of callers at risk for suicide varied from 3 to 57%. Compliance with asking about current suicide risk, past ideation, and past attempts also rang

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KANAKUBO, Masaaki, and Chiaki HISHINUMA. "Adaptive Operator Scheduling for Call Centers." Journal of Japan Society for Fuzzy Theory and Intelligent Informatics 18, no. 4 (2006): 619–28. http://dx.doi.org/10.3156/jsoft.18.619.

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21

Metz, Anna-Marie, Heinz-Jürgen Rothe, and Mirko Degener. "Belastungsprofile von Beschäftigten in Call Centers." Zeitschrift für Arbeits- und Organisationspsychologie A&O 45, no. 3 (2001): 124–35. http://dx.doi.org/10.1026//0932-4089.45.3.124.

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Zusammenfassung. In der vorliegenden explorativen Studie wurden arbeitsbedingte Belastungen von Mitarbeitern in zwei Call Centers erhoben. Die Untersuchungen wurden in einer unternehmensinternen und einer externen Teleserviceeinrichtung mit Hilfe des SPA-Verfahrens (Screening psychischer Arbeitsbelastungen) durchgeführt. Das Verfahren besteht aus drei Teilen: (1) bedingungsbezogene Erfassung der Arbeitsbelastungen, (2) personbezogene Erfassung der Arbeitsbelastungen und (3) der Arbeitsbeanspruchungen. Zusätzlich wurde die ergonomische Gestaltung der Arbeitsplätze analysiert und bewertet. Die E

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Roubos, Alex, and Oualid Jouini. "Call centers with hyperexponential patience modeling." International Journal of Production Economics 141, no. 1 (2013): 307–15. http://dx.doi.org/10.1016/j.ijpe.2012.08.011.

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23

Bhulai, Sandjai, Taoying Farenhorst-Yuan, Bernd Heidergott, and Dinard van der Laan. "Optimal balanced control for call centers." Annals of Operations Research 201, no. 1 (2012): 39–62. http://dx.doi.org/10.1007/s10479-012-1215-1.

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24

Dagohoy, Princess Diane. "Call Centers and the Modern Individual." Plaridel 4, no. 2 (2007): 1–24. http://dx.doi.org/10.52518/2007.4.2-01dghy.

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This ethnographic study explored how working as a call center agent influenced the identity, shaped communicative styles, and affected the work ethics of an individual. The call center phenomenon was taken as a consequence of modernity in which individuals are subject to respond. Qualitative methods of research were used such as focus interviews and participant observation. Using macro and micro perspectives in analyzing the consequences of modernity, the study concludes that rather than seeing the individual as passive and restrained by the changes brought by modernity, the study presents an

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Stepanova, Irina V. "METHODOLOGY FOR CALCULATING CALL SERVICE CENTERS." SYNCHROINFO JOURNAL 9, no. 4 (2023): 2–9. http://dx.doi.org/10.36724/2664-066x-2023-9-4-2-9.

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The “System 112” complex of tools should provide automated processing of emergency calls to a single number “112”. During the transition period, it is planned for the joint functioning of existing emergency services of various departmental subordination and the formation within the framework of the “System 112” of independent services that are new in their functionality and purpose. The article discusses a design option made taking into account the launch of a number of pilot projects of System 112 in various regions. It should be emphasized that currently there are a significant number of opt

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Zacharias, Thomas. "Call Centers as a Blog Guard." CallCenter INTERNATIONAL 1, no. 4 (2008): 32–34. http://dx.doi.org/10.1007/bf03252237.

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27

Jünger, Alexander. "Call Centers and the financial crisis." CallCenter INTERNATIONAL 2, no. 1 (2009): 16–20. http://dx.doi.org/10.1007/bf03252239.

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28

Moltzen, Kai, and Rolf van Dick. "Arbeitsrelevante Einstellungen bei Call Center-Agenten:." Zeitschrift für Personalpsychologie 1, no. 4 (2002): 161–70. http://dx.doi.org/10.1026//1617-6391.1.4.161.

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Zusammenfassung. Call Center stellen einen zunehmend wachsenden Zweig der Dienstleistungsbranche dar. Man kann zwischen verschiedenen Call Center-Typen unterscheiden, nämlich zwischen Inhouse- und Outhouse-Call Centern. Ferner kann zwischen Inbound- und Outbound-Telefonmarketing unterschieden werden. Die objektive Arbeitssituation stellt sich für Outbound-Agenten im Vergleich zu Inbound-Agenten und für Inhouse-Call Center im Vergleich zu Outhouse-Call Centern positiver dar, daher wurden auch positivere Arbeitseinstellungen in diesen Bereichen erwartet. Vergleiche wurden bezüglich verschiedener

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Bosco, Musabe Jean, Rutarindwa Jean Pierre, Kwizera Jean Pierre, and Byiringiro eric. "Effective Virtual Call Center with Free PBX Technology." International Journal of Advanced Engineering Research and Science 11, no. 10 (2024): 094–115. http://dx.doi.org/10.22161/ijaers.1110.9.

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A call center manages new and existing client questions and issues with the help of skilled specialists. Existing customers answer new consumers' inquiries and concerns. These questions may come from new or existing clients. Call centers are important in Rwanda as they enable companies to monitor calls. Companies can also analyze their markets through data acquired through call centers. However, setting up a call center is expensive. The running costs of a call center are also large. Businesses that operate call centers spend a lot of money running them, consequently reducing their profits. Th

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Gião, Paulo Roberto, and Moacir de Miranda Oliveira Júnior. "Offshoring call centers for emerging markets: findings from Brazil." Internext 2, no. 2 (2008): 295–318. http://dx.doi.org/10.18568/1980-4865.22295-318.

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Offshoring production and services is changing business models in many industries. Many manufacturing sectors and more recently service sectors are moving their plants or installations abroad, to affiliates or third-party companies in developing countries. This movement is also happening in the call center industry since India is the destination for many call centers, Brazil as well as presents good perspectives based on its multicultural society and the stage of the Brazilian call center industry. To understand and identify the potential capabilities and opportunities in this industry, a surv

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Alarcón, Amado, and Josiah McC Heyman. "Bilingual call centers at the US-Mexico border: Location and linguistic markers of exploitability." Language in Society 42, no. 1 (2013): 1–21. http://dx.doi.org/10.1017/s0047404512000875.

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AbstractBilingual call centers in El Paso, Texas, an extensively bilingual US-Mexico border setting, provide a valuable opportunity to examine empirically what occurs with respect to language shift reversal of Spanish in the context of new information economy. Interviews were conducted with thirty-nine call center operators and managers, and twelve translators and interpreters. Call centers provide an important occupational performance of and recognition to the Spanish language. Nevertheless, bilingual call centers mainly rely on uncompensated, socially provided language skills in Spanish, a f

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Abdullateef, Aliyu Olayemi, Sany Sanuri Mohd Mokhtar, and Rushami Zien Yusoff. "The mediating effects of first call resolution on call centers’ performance." Journal of Database Marketing & Customer Strategy Management 18, no. 1 (2011): 16–30. http://dx.doi.org/10.1057/dbm.2011.4.

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Ebadi Jalal, Mona, Monireh Hosseini, and Stefan Karlsson. "Forecasting incoming call volumes in call centers with recurrent Neural Networks." Journal of Business Research 69, no. 11 (2016): 4811–14. http://dx.doi.org/10.1016/j.jbusres.2016.04.035.

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TEIXEIRA, Rodrigo Gomes de Macedo, and Suelen Santos MOREIRA. "WORKING CONDITIONS IN CALL CENTERS AND THEIR IMPACTS ON WORKER'S MENTAL HEALTH." Boletim de Conjuntura (BOCA) 7, no. 20 (2021): 45–66. https://doi.org/10.5281/zenodo.5148371.

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This article consists of a systematic review of empirical articles related to call centers and workers' mental health. This study aimed to discuss the relationship between working conditions in call centers and the implications for the worker's mental health. The methods used to prepare the study were a literature review for the selection of articles which were searched on the websites, Pepsic, Scielo and Capes Periodicals. The results of the research have showed that there are variations in the presence of stress and impacts on the mental health of teleoperators, including gender, age

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Kazancı, Nevra, Erçin Tevfik Öztuncel, and Metin Akuş. "AI-Based Call Center Management." European Journal of Research and Development 4, no. 4 (2024): 338–51. https://doi.org/10.56038/ejrnd.v4i4.593.

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Call centers today operate within complex ecosystems where surveillance technology, digitalization, and process automation are pivotal. These advancements enable multi-channel communication, personalized service, and proactive customer support. Unlike traditional models centered solely on phone interactions, modern call centers leverage digital tools to enhance operational efficiency. A significant innovation lies in the application of image processing techniques, including face recognition algorithms. These technologies automate tasks, minimizing human intervention and optimizing workflow. In

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Proenca, Teresa, and Helena Rodrigues. "Empowerment in call centers and customer satisfaction." Management Research: Journal of the Iberoamerican Academy of Management 19, no. 2 (2021): 143–61. http://dx.doi.org/10.1108/mrjiam-01-2021-1129.

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Purpose Call center is a large and growing sector worldwide and is facing important human resource management (HRM) and service challenges. The purpose of this study is to analyze the impact of structural empowerment (SE) and psychological empowerment (PE) on customer satisfaction (CS) through employee job satisfaction (JS) at a call center in Portugal. Design/methodology/approach Data were collected by means of a survey handed over personally to 267 employees at the call center of a telecommunication company. This was then linked to their respective net promoter score (CS) provided by the cal

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Miciak, Alan, and Mike Desmarais. "Benchmarking service quality performance at business‐to‐business and business‐to‐consumer call centers." Journal of Business & Industrial Marketing 16, no. 5 (2001): 340–53. http://dx.doi.org/10.1108/08858620110400205.

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Service quality performance is benchmarked at business‐to‐business and business‐to‐consumer call centers. Differences between call center types are observed including characteristics of operation, customer ratings of service quality performance, and employee ratings of workplace issues. Business‐to‐business call centers are challenged by customers who have higher expectations for service performance and who are more critical evaluators of organizational service performance. Implications for customer and employee satisfaction and loyalty are discussed.

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Ahmad, Norzieiriani, Nazlina Zakaria, and Munawar Javed Ahmad. "Role of Internal Marketing Practices in the Service Recovery Performance of Call Center Employees." 2021, VOL. 36, NO. 2 36, no. 2 (2021): 157–75. http://dx.doi.org/10.33824/pjpr.2021.36.2.10.

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The purpose of this study was to investigate whether the internal marketing philosophy is applicable to call centers operating in Pakistan. This study attempted to investigate the role of internal marketing practices assess through internal communication (Huang & Rundle-Thiele, 2014), employee rewards (Boshoff & Allen, 2000), employee training (Boshoff & Allen, 2000), and employee empowerment (Yavas, Karatepe, Avci, & Tekinkus, 2003) on the service recovery performance (Boshoff & Allen, 2000) of call center employees working in inbound telecom call centers. Primary data wer

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Jatoi, Fiza, Atiya Masood, and Syed Muhammad Daniyal. "A NOVEL CALL ROUTING OPTIMIZATION IN AN IN-DIRECT SALES ENVIRONMENT." Asian Bulletin of Big Data Management 5, no. 1 (2025): 58–72. https://doi.org/10.62019/abbdm.v5i1.291.

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In today's competitive business landscape, call centers are crucial in optimizing direct and indirect sales. While traditional call routing systems assign calls randomly, an intelligent call routing algorithm can significantly enhance sales and customer satisfaction. This research proposes a skill-based routing (SBR) algorithm that prioritizes calls based on past data and assigns them to agents with the highest likelihood of converting inquiries into sales. This approach enhances call center efficiency by reducing call waiting time and ensuring skill-based call distribution. The study includes

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Sharma, Bhawana, Yuvnika Sogani, and Nisha Moolchandani. "Women in BPO Sector in India: The Dilemma of Empowerment, Work-Life Balance and Exploitation." RESEARCH REVIEW International Journal of Multidisciplinary 4, no. 3 (2019): 335–38. https://doi.org/10.5281/zenodo.2603153.

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A job gives a sense of accomplishment and a feeling of freedom and autonomy to a woman. Today, most of the young girls in metro cities are engaged with the jobs of call centers, which is definitely gives them a satisfaction of self-dependent. Yet they are hampered by the assumption that working outside the home are not meant for them. Because of such attitude of society, women are not able to reach their peak point. This paper deals with the origin of call center industry in India and proportion of women workers in this industry. This paper specifies the major reasons due to which women join t

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van Antwerpen, Sumei. "Managing Service Quality And Efficiency In Call Centers: A Tautology Or Contradiction?" International Journal of Business & Management Studies 03, no. 12 (2022): 63–75. http://dx.doi.org/10.56734/ijbms.v3n12a5.

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This article reports on the experiences of managers in outsourcing telecommunications call centers in South Africa on service quality and efficiency, and whether service quality is sacrificed for service efficiency. This qualitative case study collected data from eight participants through semi-structured face-to-face interviews. Inductive reasoning was applied in this study. Participants were purposively selected through criterion sampling based on their experience within the call centre industry. Thematic analysis were conducted whereby themes and sub themes were identified. Call center mana

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Mustosmäki, Armi, Timo Anttila, and Tomi Oinas. "Engaged or Not? A Comparative Study on Factors Inducing Work Engagement in Call Center and Service Sector Work." Nordic Journal of Working Life Studies 3, no. 1 (2013): 49. http://dx.doi.org/10.19154/njwls.v3i1.2520.

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The aim of this study was to compare the possibilities of experiencing positive well-being in call centers and other service sector work. The article focuses on the prevalence of working conditions (job demands, autonomy, and social support) in call centers and at other service sector workplaces and how these factors are related to work engagement. In addition, we examine whether the relationships are divergent in call centers in comparison to other service sector work. Analysis is based on the data provided by the “Quality of Life in Changing Europe” project. The survey data were collected fr

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H, Yehoshyna, Polikarovskykh O, and Voronoy S. "Improving service quality management based on call center monitoring solution." Artificial Intelligence 27, AI.2022.27(2) (2022): 38–44. http://dx.doi.org/10.15407/jai2022.02.038.

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The presented paper investigates common call center challenges ranging from management to software and agents. Service quality is a complex and multifaceted construction that has a major impact on customer acquisition, retention and loyalty. Because there are a few different factors that influence service quality, call center managers must know what they are before they can work to optimize them. As an important part of any business is communication, both within the organization and with customers and clients, a feature-rich, advanced Private Branch Exchange (PBX) phone system is of great bene

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Chezhimbayeva, Katipa, Madina Konyrova, Saule Kumyzbayeva, and Elvira Kadylbekkyzy. "Quality assessment of the contact center while implementation the IP IVR system by using teletraffic theory." Eastern-European Journal of Enterprise Technologies 6, no. 3 (114) (2021): 64–71. http://dx.doi.org/10.15587/1729-4061.2021.244976.

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The paper considers the form of taking into account the specialization of information needs. An analysis of the work of modern call centers has been carried out. The authors noted the effectiveness of using IVR devices, operators, and consultants for differentiated customer service and the need to take feedback into account when forming the revenue stream of applications. The models make it possible to determine the leading indicators of the quality of service for applications arriving at the call center. Formal expressions for descriptions are derived from the input parameters' values and the

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Bhulai, Sandjai. "DYNAMIC ROUTING POLICIES FOR MULTISKILL CALL CENTERS." Probability in the Engineering and Informational Sciences 23, no. 1 (2008): 101–19. http://dx.doi.org/10.1017/s0269964809000096.

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We consider the problem of routing calls dynamically in a multiskill call center. Calls from different skill classes are offered to the call center according to a Poisson process. The agents in the center are grouped according to their heterogeneous skill sets that determine the classes of calls they can serve. Each agent group serves calls with independent exponentially distributed service times. We consider two scenarios. The first scenario deals with a call center with no buffers in the system, so that every arriving call either has to be routed immediately or has to be blocked and is lost.

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Vasconcelos, Ana Paula Gomes. "A Incomunicação Nas Empresas De Call Centers." Augusto Guzzo Revista Acadêmica 1, no. 13 (2014): 47. http://dx.doi.org/10.22287/ag.v1i13.210.

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Beyan, AyseCoskun, Yucel Demiral, ArifHikmet Cimrin, and Alparslan Ergor. "Call centers and noise-induced hearing loss." Noise and Health 18, no. 81 (2016): 113. http://dx.doi.org/10.4103/1463-1741.178512.

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Schneps-Schneppe, Manfred, and Janis Sedols. "Markov Models for Multi-Skill Call Centers." International Journal of Networks and Communications 2, no. 4 (2012): 55–61. http://dx.doi.org/10.5923/j.ijnc.20120204.03.

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Lam, Kokin, and R. S. M. Lau. "A simulation approach to restructuring call centers." Business Process Management Journal 10, no. 4 (2004): 481–94. http://dx.doi.org/10.1108/14637150410548119.

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Samuelson, Douglas A. "Predictive Dialing for Outbound Telephone Call Centers." Interfaces 29, no. 5 (1999): 66–81. http://dx.doi.org/10.1287/inte.29.5.66.

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