Non-TQ organizations, on the other hand, tend to emphasize the use of investment in information technology and work-study methods.
The only significant difference in perception between TQ and non-TQ organizations was that non-TQ organizations found organization culture and structure to inhibit BPR more frequently than TQ organizations.
The rankings of factors by importance were also virtually identical for each industrial sector and for TQ and non-TQ organizations.
TQ organizations generally expected and obtained greater improvements in performance than non-TQ organizations.
Analysis of responses by the use of TQM shows some expected differences, such as TQ organizations rating TQM and benchmarking to be significantly more important than non-TQ organizations.
However, although the management practices shown in Table X were the source of some disagreement across industrial sectors and between TQ and non-TQ organizations, the current and future use of the approaches to management outlined in Table XI are almost identical by both industrial sector and by the implementation of TQM.