Cross-border information technology (IT) outsourcing continues to rise due to the demand for business process outsourcing. Issues such as miscommunication and management problems have emerged because of cross-cultural disparities between clients and vendors across national borders. The theoretical framework of this study was based on the organizational culture model studies of Meek, Spradley, Smith, and Draft for examining and understanding complex organizational practices. The purpose of this mixed-methods explanatory sequential case study was to qualitatively identify and quantitatively determine the management approaches that are effective in managing cross-cultural differences and the constitution of the elements of global adjustment, motivation, mindset, and communication patterns involving outsourcing business leaders in the United States. Ten IT leaders participated in-depth face-to-face interviews, while 120 IT outsourced service providers from the United Kingdom, Canada, Singapore, and India completed the survey. Pearson's correlation analysis was performed on quantitative survey data. Qualitative data from interviews were organized, coded, and the results generated 6 themes. The themes included no management issues in the current processes, a lack of formal management approaches to resolve cross-cultural issues, an intent to provide a strong management partnership platform, and a positive relationship between approaches. Quantitative results showed that formal management approaches positively correlated with global adjustment, motivation, mindset, and communication pattern. Results could be socially significant to IT business leaders, as these results will equip them with knowledge of effective practices and management approaches to address cultural diversity issues, programs, and policies in the industry.