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Teachers advocating for increased engagement by culturally and linguistically different (CLD) students in gifted and advanced programs can use Community Problem Solving (CmPS) to promote cultural competence, positive future images, a future orientation, and critical and creative thinking skills. This chapter provides an overview of standards for developing cultural competence for working with CLD students (Ford & Whiting, 2008), taking into account principles of multicultural education (Banks & Banks, 2010) and stages within the Incubation Model of Teaching (Torrance & Safter, 1990). A guide is presented for teachers as culturally responsive coaches of CLD students in their use of CmPS to enhance their engagement in learning in gifted and advanced programs. In addition, the types of projects and documentation required as part of CmPS projects are discussed, including the written report sections and scoring criteria used in the evaluation.

The rapidly evolving competitive global marketplace with its culturally diverse customers has increased demand for multinational corporations (MNCs) to accelerate global innovation. Leaders increasingly face the challenge of facilitating global and local team knowledge in order to improve strategic planning and execution for new products and services worldwide. An unresolved question in this regard is how global leaders can facilitate multicultural team collaboration aimed at improving performance of global innovation initiatives? Addressing this research question, a qualitative study was conducted focusing on the role of global leadership in facilitating multicultural collaboration and global innovation performance. The study included interviews with 105 global project leaders at 36 MNCs with headquarters based in Europe, Asia, and North America. These exploratory findings demonstrate how global leadership behaviors can facilitate cross-cultural collaboration for international project performance.

Fostered by technological developments and globalization, culturally diverse teams are becoming a mainstay of organizational strategy. As the use of multi-cultural teams continues to increase, it becomes paramount to understand the mechanism(s) by which leaders can promote effectiveness within these teams. Despite this need, there are numerous challenges facing those who seek to understand these phenomena and move science and practice forward. The purpose of this chapter is to present a few of these challenges and approaches which can assist in mitigating these challenges. Finally, we identify what we see as key research needs within this area.

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.