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The purpose of this paper is to examine how young British South Asian adults’ dual cultural identity is exhibited and reaffirmed through the appropriation of selfies.

The research adopts a qualitative perspective and utilises a combination of in-depth interviews and netnographic data.

The appropriation of the selfie phenomenon by young British South Asian adults reifies, endorses and reinforces their dual cultural identity. As such, their dual cultural identity is influenced by four factors: consonance between host and ancestral cultures, situational constraints, contextual requirements and convenience.

In terms of the selfie phenomenon, the study makes two major contributions: first, it analyses young British South Asian adults’ cultural dualism. Second, it explicates how their acculturation and their dual cultural identity are expressed through the appropriation of the selfie phenomenon.

Since young British South Asians represent a significant, and distinct, market, organisations serving this market can marshal insights from this research. As such, managers who apprise themselves of the selfie phenomenon of this group are better placed to meet their consumer needs. Account, therefore, should be taken of their twofold cultural identity and dual British/Asian identification. In particular, consideration should be given to their distinct and demonstrable traits apropos religiosity and social, communal, and familial bonding. The characteristics were clearly evident via their interactions within social media. Consequently, senior marketing managers can utilise the aforementioned in positioning their organisations, their brands and their products and services.

The study details a new quadripartite framework for analysing young British South Asian adults’ acculturation that leads to the formation of their dual cultural identity and presents a dynamic model that explicates how cultural identity is expressed through the use and appropriation of technology.

In MIP, Vol. 25 No. 1, Mike Saren argued that academic marketers need to move beyond our “traditional managerial and business confines”. This paper aims to suggest that the discipline is already on the move in that direction, and that social marketing is in the vanguard.

Commissioned as a viewpoint, with permission to “think aloud”.

The paper starts by restating the simple premise that marketing's core business is behaviour change. Marketers are highly skilled at understanding people and persuading them to do things, mostly, but not only to buy and consume products and services. Furthermore, one increasingly influences behaviour at the strategic level, addressing stakeholders as well as customers, and recognising the benefits of turning transactions into long‐term relationships. Social marketers are demonstrating that these insights have obvious and invaluable applications far beyond the marketplace.

As researchers, teachers and practitioners, one should recognise the opportunities presented by social marketing, and act on them as appropriate.

A persuasive argument for an authoritative source.

The paper aims to analyse bottom of the pyramid (BoP) customers’ (e.g. Bangladeshi farmers) use and appropriation of mobile telephony and to critically identify a suitable research strategy for such investigation.

Concentrated ethnographic immersion was combined with both methodological and investigator triangulation during a four-month period of fieldwork conducted in Bangladeshi villages to obtain more robust findings. Concentrated immersion was required to achieve relatively speedier engagement owing to the difficulty in engaging with respondents on a long-term basis.

The farmers’ use of mobile telephony went beyond the initial adoption, as they appropriated it through social and institutional support, inventive means and/or changes in their own lifestyle. The paper argues that technology appropriation, being a result of the mutual shaping of technology, human skills and abilities and macro-environmental factors, enables users to achieve desired outcomes which may not always be the ones envisaged by the original designers.

The paper contributes to two major areas: first, it identifies technology appropriation as an important and emerging concept in international marketing research; second, it suggests a concentrated form of ethnographic engagement for studying technology appropriation in a developing country context.

A good understanding of the dynamic interplay between users’ skills and abilities, social contexts and technological artefacts/applications is required in order for businesses to serve BoP customers profitably.

The paper presents a dynamic model of technology appropriation based on findings collected through a pragmatic approach by combining concentrated ethnographic immersion with methodological and investigator triangulation.

In considering my academic history as a professor both in marketing and management, I hope to demonstrate that it is possible to research challenging and interesting topics in a variety of guises.

The presentation is primarily chronological but also, to some degree, selective. I have focused on my research activities but not forgotten the importance, at least to me, of both academic administration and indeed a broader set of interests in more general terms.

While there is inevitably a significant degree of path dependency in my academic career, I have also been quite keen to explore more broadly both the boundaries of my subjects and the application of various different research methods. I have been particularly fortunate to have worked with some excellent academic colleagues and stimulating doctoral students.

I believe there are a twin set of implications for other academics; however, I would emphasise that there is no single right way. For me it has been important to pick topics which are of interest to others and at the same time try and demonstrate some distinctive value added in my approach.

I hope that those who are earlier in their career will take heart from two principles, one being to do one’s best to be in interesting places and the other to work closely with colleagues who have challenging and different perspectives.