The life science industry is rapidly growing, witnessing a substantial transformation with new products, regulations, and policies emerging. This dynamic environment, together with global competition, challenges firms to introduce new products efficiently. During this process, the legitimacy of these new products also emerges as a crucial issue, since their acceptance by different stakeholders and the following impact on the organisation is a critical concern. The success of launching new products is intensified during uncertain times and within uncertain regions, where economic fluctuations, global crises, or unanticipated factors can hinder the process. Since emerging economies face issues, such as weak infrastructure, changing institutions, and substantial resource constraints, they are a proper context for studying new product launches under uncertainty. The interconnected dynamics between new product launches, organisational change and uncertainty create numerous questions regarding what strategies and changes organisations must create to succeed in this environment. To address these questions, this research aims to investigate the main barriers faced during product launches in times of uncertainty and how new practices adopted by firms facilitate the legitimisation of their products in emerging markets. Using a case study method and legitimacy theory lens, we investigate the factors related to the launch and acceptance of these new products in different regions and countries such as Russia, Latin America, Africa and the Middle East. Our findings highlight the importance of organisational change in overcoming regional barriers and show that strategies like employing familiar cues and managing resource constraints effectively enable product legitimisation.