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This work develops a new methodological process that attempts to test the contingent and universalistic arguments regarding the influence of human resources management on firm performance. Using moderator regression analysis, we analyze how economic results associated with a policy of human resources management committed to employees depend on the strategic profile adopted by the company. The results obtained support the contingent proposition, since competitive strategy moderates both the intensity and the direction of this effect. In addition, it is shown that commitment management is especially beneficial when a cost focus strategy is adopted.

The influence of total quality management (TQM) on performance has been a prominent topic in numerous empirical studies, most of which have shown the relationships between the two concepts to be positive. Nevertheless, the empirical evidence is not always conclusive and, in general, there is no theoretical framework on which to base a solid argument that justifies these relationships. In this context, the objective of this paper is to analyse the effects that TQM has on the organisational results from a competence‐based perspective. Taking this approach as a reference, a TQM initiative is considered to be a competitive factor, a distinctive competence, and the characteristics that make it possible to consider it as such are analysed. The paper reflects on the theoretical arguments that justify TQM as a competitive factor and presents empirical evidence in this sense, analysing the effects TQM has on the quality, operational and financial results.

Appropriate management of service failures involves a complex organizational response that allows an effective internal and external recovery, learn from mistakes and introduce future service innovations. Empirical evidence on the organizational recovery practices more suitable to achieve these objectives, leading to superior performance, is limited. The present work seeks to extend the existing literature by identifying the potential dimensions that constitute an integrated service recovery system (ISRS), introducing a strategic, proactive and relational approach to service failure and recovery management, and by proposing a causal model linking the ISRS with performance.

The ISRS dimensions and their attributes are derived from an extensive literature review and suggestions from academics and business experts. Structural equations modeling is used to test a model linking the ISRS (conceptualized as a second order construct), with client, employee and business performance indicators, using data from a Spanish sample of 151 Knowledge‐Intensive Business Services (KIBS).

Results confirm that the firms' ability to approach service recovery from a strategic, proactive and relational perspective allows improving performance among clients and employees, that is, the external and internal recovery to occur, which leads to a superior competitive performance.

The ISRS scale can provide managers with a diagnostic tool to analyze their recovery practices and to further improve their competitiveness in the long term.

The need to assess the integrative nature of effective service recovery systems has been claimed theoretically. An empirical study showing the link between comprehensive service recovery practices and performance was lacking.