Cross-Cultural Code-Switching: The Psychological Challenges of Adapting Behavior in Foreign Cultural Interactions

By Andrew L. Molinsky. 2007

391 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/cccdd5a6cfb76422deca392115c36fdf0bcf95c0

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Citations in the corpus

The impact of relational governance on performance improvement in export manufacturing firms (2018, background): “A prior study (Molinsky, 2007) has observed that employees with a better cultural understanding of other partners can benefit to enhance knowledge exchange.”
Individual differences and expatriate assignment effectiveness: The case of U.S.-based Korean expatriates (2008, background): “Likewise, self-monitoring may be another individual difference that influences expatriate adjustment (Day et al., 2002; Goodwin & Soon, 2001; Molinsky, 2007).”
Gender and leadership: Negotiating the labyrinth. (2010, background): “One reason is that leaders from different backgrounds may be advantaged by their ability to modify and switch between minority and majority perspectives, depending on their immediate cultural context (Molinsky, 2007).”
Examining Cultural Intelligence and Cross-Cultural Negotiation Effectiveness (2015, background): “Asserted by numerous cross-cultural management education scholars (e.g., Blasco, 2009; Molinsky, 2007; Pless, Maak, & Stahl, 2011), intense experiential activities such as assessment center role-playing exercises and simulations offer a much more meaningful examination of CQ’s impact on complex…”
The impact of cultural intelligence on communication effectiveness, job satisfaction and anxiety for Chinese host country managers working for foreign multinationals (2014, neutral): “People may experience anxiety and feelings of distress – together referred to as ‘psychological toll’ (Molinsky 2007) – which can inhibit communication effectiveness.”
Psychological Hardiness Predicts Adaptability in Military Leaders: A prospective study (2013, neutral): “In addition to changing technologies, increasing globalization of operations for many firms means that employees often must learn to function effectively in unfamiliar cultures and languages (Molinsky, 2007).”
Sub-dimensions of the four factor model of cultural intelligence : expanding the conceptualization and measurement of cultural intelligence (2012, background): “’’ Agentic control is important because intercultural interactions are fraught with obstacles that can generate uncertainty and anxiety (Gudykunst, 1993; Maertz, Hassan, & Magnusson, 2009; Molinsky, 2007).”
Expatriate Development for Cross-Cultural Adjustment (2012, background): “…social behavior and practical social skills underlying attitudinal and strategy factors (Black & Mendenhall, 1991; Fish & Bhanugopan, 2008; Molinsky, 2007) and has been taken up in previous research on the process of an individual’s ability to function in a different culture (Selmer,…”
Multicultural Employees: A Framework for Understanding How They Contribute to Organizations (2013, background): “Temporary changes in context, such as going home after work, affect the accessibility of particular schemas (Markus, 1977, 1986), but they do not affect the content, meaning, or organization of those schemas (Molinsky, 2007).”
Boundary work: An interpretive ethnographic perspective on negotiating and leveraging cross-cultural identity (2011, background): “This means understanding the concept of cross-cultural frame switching, and also understanding the psychological challenges this adaptive behavior poses for an individual (Molinsky, 2007).”
The Dynamics of Emergence: Cognition and Cohesion in Work Teams (2012, background): “Cultural code-switching (Molinsky, 2007) describes how individuals can use different cultural identities to relate to another person.”
The Influence of Motivational Cultural Intelligence on Cultural Effectiveness Based on Study Abroad (2015, background): “They may be less able to engage in cultural code-switching, which involves “deviating from accustomed behavior in one’s native culture in order to engage in behavior appropriate to a foreign culture” (Molinsky, 2007, p. 623).”
When learning is not enough: A process model of expatriate adjustment as cultural cognitive dissonance reduction (2009, background): “Through interacting with host nationals, the expatriate is likely to encounter challenges to his/her own VABN standards that must be processed and resolved somehow (Earley, 2002; Earley & Peterson, 2004; Molinsky, 2007; Sanchez et al., 2000; Van Vianen, De Pater, Kristof-Brown, & Johnson, 2004).”
A bi-factor theory of the four-factor model of cultural intelligence: Meta-analysis and theoretical extensions (2018, background): “Molinsky (2007) defined code-switching as the ability to flex one’s behavior and argued that flexibility is crucial for developing strong relationships with culturally diverse others.”
Past, Present and Future Research on Multiple Identities: Toward an Intrapersonal Network Approach (2014, background): “As work environments become increasingly global and diverse, the cultural and social challenges of unifying differences while respecting people’s uniqueness will only become greater (Molinsky, 2007; Neeley, 2013).”