The adoption of innovative work practices in service establishments

Using data from the 1994 US National Establishment Survey, the author inves tigates differences between manufacturing and service establishments in the use of five innovative work practices: total quality management, self-mana ged teams, job rotation, job sharing and flextime. Service establishments a re more likely to use job sharing and flextime. Manufacturing establishment s are more likely to use total quality management and self-managed teams. T hese results hold when controlling for establishments' business strategies, worker demographics, institutional connections and use of technology. Dete rminants of adoption of total quality management, self-managed teams and fl extime also varied by sector.