Doctoral Student

Henry Christian Eyring

Henry Eyring is a doctoral student in Accounting and Management at Harvard Business School, supporting Professor Dennis Campbell's research.  His educational background is in math and economics, with work experience in private equity and management consulting.  His research interests are cost accounting and performance management, especially in the social service industry.    

Journal Articles

  1. Unexploited Efficiencies in Higher Education

    In "Unexploited Efficiencies in Higher Education," Henry C. Eyring argues that one way that the U.S. can compete globally in college attainment is to decrease cost-per-graduate. He explains how many stakeholders in higher education stand to benefit from unexploited cost-efficiencies. Eyring cites strategies implemented by Brigham Young University-Idaho as examples of ways that institutions of higher education can become more cost-efficient in producing graduates. Administrators at Brigham Young University-Idaho utilize a model called the "Graduate Fishbone" that quantifies the effect of alterations to policy, retention, and instructional delivery at Brigham Young University-Idaho on cost, students served, and annual graduates produced. That model allows analysis of the efficacy of cost-efficiency promoting strategies, and the model outline is available electronically from the author upon request. An extended version of this paper with additional charts and explanation is also available electronically from the author upon request.

    Keywords: education; performance measurement; innovation; control systems; Education Industry; United States;

    Citation:

    Eyring, Henry C. "Unexploited Efficiencies in Higher Education." Art. 1. Contemporary Issues in Education Research 4, no. 7 (July 2011): 1–18. (Best Paper Award, March 2011 Clute Institute International Economic Conference.)
  2. Let Disruption Fix Education

    Eyring and Hopkins Callahan apply Clayton Christensen's theory of Disruptive Innovation to Higher Education. The Spellings' Commission's 2006 report cited rising costs, lack of access, and a rift between output and the average stakeholder's needs in U.S. Higher Education. The authors recognize those as characteristics of industries ripe for disruptive innovation. Institutions of Higher Education can be disruptive by addressing the "jobs-to-be-done" of Higher Education stakeholders in a low-cost manner with the aid of new learning technology. The authors offer examples of innovative institutions of Higher Education, and explain how policy makers could act to give such institutions a better chance to lower cost and increase productivity in Higher Education.

    Keywords: disruptive innovation; higher education; education; Education Industry;

    Citation:

    Eyring, Henry, and Renee Hopkins Callahan. "Let Disruption Fix Education." Art. 1. Strategy & Innovation 6, no. 6 (September 2008): 1–6. (Feature Article.)