Since the emergence of Cross-Cultural Management as a discipline in the late 20th century, the global landscape has shifted significantly. Increased international mobility and the rise of cosmopolitan, bicultural, and Third Culture Kids, whose identities have challenged traditional nation-based models of culture. These developments highlight the limitations of essentialist approaches and emphasize the relevance of topics such as code-switching, English as a Lingua Franca, and the reinterpretation of management concepts across cultural contexts. Simultaneously, sustainability has become a critical concern, as international trade and business travel contribute to environmental degradation and social inequality. Multinational enterprises often lack incentive to mitigate their ecological impact beyond local regulation (Yu, Bansal, & Arjaliès, 2023), while also exacerbating global disparities (Van der Straaten et al., 2023). In light of these challenges, CCM scholars must consider how to support more ethical, inclusive, and sustainable global practices. Virtual teams, widely adopted during the COVID-19 pandemic, offer one path forward, though questions remain about their effectiveness and cultural dynamics. Moreover, as universities become increasingly international, cross-cultural management can provide valuable tools for managing diverse academic communities and maximizing the benefits of global engagement in higher education.