Earlier research has shown the interdependence of Knowledge Management Systems (KMS) implementations and corporate cultures. This study builds on and extends this research by exploring how knowledge-intensive corporate cultures can be established. Employing a case study approach, we analyze the (successful) implementation of Siemens Information and Communication Networks (ICN) group divisions ShareNet, a global knowledge sharing network for the sales and marketing community. We bring together the overlapping disciplines and practices of (culture) change management and knowledge management (KM) by testing the explanatory power of Lewin-Scheins well-known and widely cited change paradigm 18, 28, 29 in the new setting of KMS. Our case analysis demonstrates the linear, staged theoretical frameworks strength in understanding and explaining aspects of success and failure in KMS implementation projects. Keywords: Knowledge Management, Knowledge Management Systems, Change Management, Corporate Culture, Organizational Change, Information Systems Implementation.