Culture, both national and organizational, can have profound impacts on knowledge management. Yet the literature on exactly how culture impacts knowledge management is complex with no clear generalizable results. A meta-analysis was conducted on 52 articles from ten IS journals for the years 2000-2010 combining both quantitative and qualitative studies in a unique methodological approach. Key findings include a marked shift away from normative language towards more interpretive and critical discourse emphasizing the power issues inherent in the cultural context of knowledge management. Trust and openness are key organizational cultural dimensions that impact knowledge management processes, but these traits are achieved through effective business leadership, rather than a particular technological artifact. The most striking generalizable finding from the cross-case analysis is that organizational culture can overcome or mitigate differences in national culture. An overall framework is provided to illustrate the findings and to serve as an important guidepost for future research.

In today's dynamic environment, managers and organizations are faced with varied choices in communicating information for enhanced decision making. In business, the selection of the appropriate media needs to be efficient and effective for decision making and can be crucial in certain circumstances. Recent studies have relied on numerous theories to explain media choice. This research work goes beyond the traditional task characteristics of equivocality and uncertainty from the media richness theory. It addresses additional contextual constraints including the needs for urgency, confidentiality, accountability, social interaction, and information integrity from the sender's perspective and how these interact with equivocality and uncertainty in the choice of a medium for communication. Results demonstrate a significant change in media selection under all five contextual constraints, although not always in the direction predicted. Email was consistently the top preference, contrary to theoretical expectations. The study adds empirical support to the growing trend of moving beyond media and information richness in order to explain media choice in organizations.

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Purpose The purpose of this paper is to discuss two important behaviors related to job mobility in the IT profession, namely, changing jobs to move to another organization (turnover) and changing the profession entirely (turnaway), during a national crisis. Based on the theoretical foundation of the push–pull–mooring perspective, a research model is developed that includes professional self-efficacy (PSE), job insecurity (JI) and job satisfaction (JS) as important antecedents. Design/methodology/approach Using a positivist approach and a survey method, the authors analyzed data from IT professionals from different economic segments in Brazil. Data collection occurred in two distinctive moments of the largest crisis in modern Brazilian history – a pre-awareness moment (first half of year 2015) and a crisis-conscious moment (first half of year 2016). Findings The findings reveal that PSE negatively influences JI and positively influences JS, JI positively influences turnaway intention, and JS negatively influences both turnover intention and turnaway intention. The effect of the national crisis was observed in that it further accentuated the intention of IT professionals to leave the profession. Another effect was related to age, as older professionals are less willing to turn over but more willing to turn away. Research limitations/implications Besides developing a parsimonious model to study both the intention to leave the organization and the intention to leave the profession, the study sheds light on how IT professionals react to economic crises and how the reaction varies by age. Practical implications The study puts to question the common belief that IT professionals are secure in the job market due to high demand for their skills and investments made by organizations to keep them on the job. Employers must pay attention to JI and turnover/turnaway intentions. Originality/value This study is among the few to study JI and aspects of the theory of human migration in IT. It is also possibly the first to discuss the effects of a national crisis on the mobility patterns of IT professionals.

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