The strategic importance of quality management has grown in importance in recent years. However, although the competitive implications of adhering to a quality agenda have been much alluded to within the literature, the evidence from a review of published studies suggests that service quality and strategy issues have been addressed as separate concerns by researchers. This study examines the components which facilitate the quality implementation process. The factor analysis of data emphasises the importance of 'senior managerial commitment' and 'employee resourcefulness' in quality implementation initiatives and offers support to the growing literature arguing for a greater consideration of the human dimension in quality implementation programmes. It is proposed that further research needs to be carried out to examine managerial attitudes towards the service quality implementation process and to assess some of the practical issues involved in introducing quality initiatives in hotel organisations.