This article integrates relationship marketing and social network perspectives to develop and test a model that links objective sales performance with the informational and cooperative benefits that stem from relationship managers' (RMs') social capital structure (brokerage and density) and relations (formal and informal networks). The authors demonstrate the effect of cross-network and overlap-network synergies on performance. Data about both formal and informal networks of 464 employees, including 101 RMs, demonstrate that RMs' performance improves with cross-network synergy when informational benefits from wide-reaching, nonoverlapping ties in the informal network combine with the cooperative benefits of a densely interconnected formal network. In addition, the effects of formal and informal social capital structure on performance increase significantly when RMs have a high degree of network overlap between their formal and informal networks.

Agitation is a heterogeneous concept without a uniformly accepted definition, however, it is generally considered as a state of cognitive and motor hyperactivity characterized by excessive or inappropriate motor or verbal activity with marked emotional arousal. Not only the definition but also other aspects of agitated patients’ care are still unsolved and need consensus and improvement. To help the discussion about agitation among experts and improve the identification, management, and treatment of agitation, the 1st International Experts’ Meeting on Agitation was held in October 2016 in Madrid. It was attended by 20 experts from Europe and Latin America with broad experience in the clinical management of agitated patients. The present document summarizes the key conclusions of this meeting and highlights the need for an updated protocol of agitation management and treatment, the promotion of education and training among healthcare professionals to improve the care of these patients and the necessity to generate clinical data of agitated episodes.

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PurposeThis paper aims to explore whether demographic differences between diverse customers and service providers impact service failure and recovery perceptions.Design/methodology/approachThe critical incidents technique was used to gather data on service failures and recovery. Chi‐square test of independence and analysis of variance was used to test the hypotheses.FindingsResults from the main study provide little support to the notion that different service failure types or service recovery efforts are being applied when demographic differences exist. However, a post‐hoc analysis focusing on respondents who felt that their demographic differences had impacted their encounter revealed that ethnic differences impacted service failure and recovery perceptions the most.Research limitations/implicationsOne limitation is the use of quota sampling that may limit the generalizability of the results. However, due to the exploratory nature of the study and the need for representative cases, this technique was viewed as an effective sampling technique for the purposes of the study.Practical implicationsThe post‐hoc results suggest that future diversity training should include employee‐customer diversity, especially in the case of age and ethnicity. Further, that managing perceptions is important so that customers do not feel that they are treated any differently based on a visible demographic variable.Originality/valueIn general, the exploration of customer‐employee demographic differences in the services marketing literature is still somewhat nascent. This paper is unique in that it specifically examines several demographic differences between customers and employees in terms of service failure and recovery perceptions.

Network literature suggests that individual embeddedness leads to performance. The authors argue that resources from intra-firm social networks are critical for gaining advantages. The contribution of the paper lies at the performance impact of the network position. Previous studies have considered two alternative views, degree and closeness, of network centrality that have been shown to impact job promotion, innovation diffusion, and wage increase. To our knowledge no work has been done to identify the specific impact of the network on sales performance. Moreover, two different types of network relations were focused on in order to analyze the multiplexity of ties: friendship and advice. Conceptual work has suggested the impact of overlapping ties on performance, however elaborated empirical evidence is lacking. Estimates from a sample of salespeople in a focal firm of input supplies reveal that having many direct ties (degree centrality) and multi-dimensional relations (advice and friendship) positively influences a salesperson's performance. The results demonstrate that salespeople can structure intra-firm ties in order to leverage firm resources and enhance individual performance.

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