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Culture is widely acknowledged as a most prominent make-or-break factor of knowledge management systems implementation projects. Behavioral and organizational change management are critical to achieve a good fit between human factors and technology. Hauke Heier examines how technology-facilitated knowledge management initiatives can establish supportive knowledge-intensive cultures. Based on an explorative case study of a four-year implementation and change management project in the electrical engineering and electronics industry, he investigates the explanatory power of two complementary change management frameworks in the new setting of knowledge management systems. Thus, this study contributes to the development of theory and managerial practice - toward a culture change-based implementation framework.

Knowledge management --- Management information systems --- Organizational change --- Organizational learning --- Management --- Business & Economics --- Management Theory --- Theses --- Learning organizations --- Learning --- Communities of practice --- Management of knowledge assets --- Information technology --- Intellectual capital --- Siemens Aktiengesellschaft --- Siemens AG --- Siemens (Firm) --- Siemens & Halske --- Information resources management --- Business. --- Management science. --- Management. --- Business and Management, general. --- Administration --- Industrial relations --- Organization --- Trade --- Economics --- Commerce --- Industrial management --- Quantitative business analysis --- Problem solving --- Operations research --- Statistical decision