provisioning and automation potentials are notable (Miles, 2005). However, these types of innova- tion are not specific to e-services as IT is a technology to be applied to the generic information-processing activities of services (Miles, 2005). He concludes that a study of IT's influence does not reveal much about the dynamics and processes of innovation. None of the studies cited above explicitly addresses electronic services but are taken from diverse industries. However, there is an established hypothesis that innovation patterns in services are less sector-dependent, and that every type of innovate can be found within each individual service industry. In particular, there is no specific industry to offer electronic services per se. Moreover, knowledge insen- sitivity does not necessarily imply that the service is delivered electronically. For example, many financial services, though highly IT-based, are not electronic. Yet, an electronic ticket reservation service offered by an airline is. As Miles (2005) notes "some online information services originated form in-house data manage- ment services, for example, from publishing firms." 7.3.3.2 Antecedents of Success Related to the different types of innovation a substantial part of the literature addresses the question what antecedents of NSD success are (de Jong and Vermeulen, 2003). Generic antecedents include strategic fit, skilled front-line employees, high-involvement teams, clear project structure, formal processes, top manage- ment support, and product champions (de Brentani, 2001; de Jong and Vermeulen, 2003; Vermeulen and van der Aa, 2003). Stevens and Dimitriadis (2005) report, that NSD is successful especially when learning has been achieved during the Service Delivery Platforms development process. Furthermore, two evolutionary stages of "manage key activi- ties" and "create a climate for continuous innovation" have been identified (de Jong and Vermeulen, 2003). In an analysis of the antecedents of NSD success, IT sys- tems and process structure hav