aspect of electronic services, this result might be useful in guiding the selection of a specific process that is designed especially for incremental innovations (de Brentani, 2001). Froehle and Roth (2007) propose a framework for new service development that integrates both process- and resource-oriented approaches. The resource-ori- ented practices focus on cultivating and developing the intellectual, organizational, and physical resources that support NSD capabilities. The process-oriented prac- tices focus on planning, defining, and executing the actual stages of the service development (see Figure 7.2). Their belief and motivation for this integrated view is that both resource and process capabilities are required for successful service development. Pavitt (2005) acknowledges the fact that services have to be continuously improved and a continuous mapping of service artifacts to market needs and demands is necessary. However, there is no consideration for the vast transparent feedback available in e-services and the very fast cycle times. Service Delivery Platforms Resource-oriented NSD practices Process-oriented NSD practices Intellectual Design state resources Organizational Launch stage Analysis stage resources Physical Development stage resources Figure 7.2 The Resource-Process framework of new service development. (Adapted from Froehle, C. and Roth, A. 2007. Production and Operations Management 16(2):169-188.) 7.3.3.4 Generic and Organization-Related Issues Syson and Perks (2004) address network issues in NSD. They conclude that inter- actions are critical for NSD and that the incorporation of disparate perspectives is beneficial (i.e., they increase creative potential) and that the network perspective helps incorporate relevant resources and actors. However, the very nature of ser- vices (intangibility, heterogeneity, and inseparability) brings considerable complexi- ties to the exchange processes of NSD. As services are copied easily, the development of a network approach to NSD could provide firms wi