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The purpose of this paper is first, to identify the institutional variables that influence the technology acquisition intent (TAI) in new high‐tech product development (NPD) process; second, to identify and confirm the consequence of TAI in the Stage‐Gate system of NPD process; and third, to validate the moderating role of Perceived Risk and Project Duration on the “TAI to new product commercialization (NPC) relationship” in the NPD process.

The research design for this generic study involved two phases: exploratory and descriptive. The theoretical framework emanated from the exploratory phase and is validated by conducting a global survey on 215 high‐tech product marketing firms.

The institutional variables – Dominant Design and Network Externalities – directly influence a firm's TAI that in turn leads to NPC. While the study confirms that the longer project duration negatively moderates to TAI to NPC relationship, no support was found for the influence of increased risk perception on the same.

The study explains the rationale for marketer's efforts toward dominant design and network externalities. Also, the NPD teams should be cautious about project duration, as uncertainty associated with longer project duration reduces the TAI, and thereby inhibits the successful NPC.

By empirically investigating the influence of institutional variables on a firm's TAI, the study significantly contributes to extant theories on NPD. Also, the study results have significant implications for high‐tech product marketing theory and practice in the context of emerging market economies.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.