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.