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Purpose -The purpose of this paper is to explain the role of firm resources and environmental variables for pursuing new product commercialization in high-tech markets. Design/methodology/approach -The research design employed for the study consisted of both exploratory and descriptive phases. To begin with, a focused literature review was performed to develop a theoretical framework with seven research hypotheses, which was then empirically validated through a carefully executed survey conducted on the products managers of high tech firms. Findings -The study results have supported six research hypotheses, viz. technology acquisition intent (TAI) to new product commercialization relationship, direct influence of dominant design, market heterogeneity, and network externalities on the firm's TAI relationship. The results of hierarchical regression analysis indicated that the "dominant design to TAI" and the "network externalities to TAI" relationships are significantly moderated by firm resources. However, the "market heterogeneity to TAI" relationship is found to be not moderated by firm resources. Practical implications -Findings of the study have significant implications to extant product management theory and practice. The study highlights the most important environmental variables in high-tech markets that act as antecedents to a firm's TAI and the effect of TAI on new product commercialization. Further, the study reveals the differential effects of these antecedent variables across firms owing to the varying levels of resource availability. Originality/value -The paper reports the significant outcomes of an important study on product management that attempted to establish the linkages across environmental variables, firm resources, and firm's technology strategy in pursuing the new product commercialization.

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Brand orientation is a critical factor in driving the differential advantage for firms. However, there are gaps in which the construct and its antecedents/outcomes are defined. Content analysis, of various definitions, implies that it should be a multidimensional construct which is guided by several parameters, namely, corporate vision, organizational culture, market dynamics, and stakeholder objectives. Thus, a systematic literature review integrates structure-conduct-performance theory, resource-based theory, and market orientation concepts to redefine brand orientation as a three-dimensional construct with the following interdependent components: cognition, creation, and calibration. Secondly, it suggests that organizational factors (culture and philosophy, interdepartmental coordination, and growth intention) and market factors (competitor intensity, brand sensitivity of stakeholders, and market life cycle) affect the degree of brand orientation. Thirdly, it extends that brand orientation leads to the brand value which comprises of three elements, existential value, experiential value, and economic value, drawn on the theory of existentialism and the meanings associated with consumption. Thus, firms cannot transform themselves into brand-oriented companies until systemic arrangements are made to consider organizational and market factors. A firm should formulate a "brand development plan" by "knowing thyself and environment," "investing into brand identity and image-building programs," and "brand review."

Purpose -The purpose of this paper is to empirically validate the moderating roles of organizational inertia and project duration in the new high-tech product development process. Design/methodology/approach -The study methodology involved two phases, viz. exploratory and descriptive. The exploratory phase, with the support of a focused literature survey, has resulted in a theoretical framework, which got later validated through the survey based empirical phase. Findings -The study results suggest that organizational learning and absorptive capacity could trigger a firm's technology acquisition intent, which in turn could increase the firm's propensity to new product commercialization. Contrary to the authors' hypothesis, the study results did not support firm size as an antecedent to the firm's technology acquisition intent. Further, while the project duration is found to negatively moderate the technology acquisition intent to new product commercialization relationship, the study results did not support the moderating effect of organizational inertia on the same. Practical implications -The study findings suggest that segmenting technology market based on firm size may not be an appropriate marketing strategy; instead organizational factors, viz. organizational learning and absorptive capacity, should be taken as the basis of high-tech market segmentation. Further, the study has provided the much needed empirical support to the new high-tech product development process by explaining the moderating effects of organizational inertia and project duration on the relationship between technology acquisition intent and new product commercialization. Originality/value -The present study is one among those rare empirical investigations that explained the role of organizational variables in the new high-tech product development process. In addition, the study provides the marketing practitioners the basis of segmentation for high technology markets.