Purpose This study aims to explore the strategic questions of whether, when and how organizations should brand new-age technologies (NATs). It examines how these technologies warrant new brand architecture logics and frameworks for aligning branding visibility with technological and organizational readiness. Design/methodology/approach Drawing on brand architecture theory and innovation management literature, this study develops a conceptual framework reconceptualizing NAT branding as a continuum rather than a binary decision. Two decision tools are introduced: the NAT branding decision checklist and the stage-gate approach, which integrate readiness assessment with staged brand visibility. Findings This study identifies how branding intensity should evolve in tandem with technological maturity, ecosystem acceptance and governance capacity. Branding decisions are best understood as adaptive processes rather than static designations. Research limitations/implications This study provides a theoretical foundation for future empirical research on technology branding, particularly in operationalizing readiness and examining brand equity evolution regarding NATs. Practical implications Managers can apply the proposed frameworks to evaluate NAT branding readiness, mitigate reputational risk, and align innovation efforts with market signaling and stakeholder trust. Social implications The findings highlight that branding NATs aligned with societal values can promote ethical use, sustainability, equity, inclusion, enhance public trust, social acceptance and responsible innovation. Originality/value This study extends brand architecture and dynamic capability theory to NATs and frames branding as a dynamic capability that links technological evolution with market legitimacy and organizational credibility.
Kumar et al. (Mon,) studied this question.