In this paper, we analyze the introduction of the Australian Integrated Cargo System (ICS) in order to improve our understanding of eCustoms innovations in Europe, primarily Single Window services. We combine the case study with a theorization based on socially constructed change in networks. The development and diffusion of eCustoms solutions takes place within an elaborate network of businesses, government agencies, and technology providers. We focus on the ongoing dialectics during change in such a network. This means we zoom in on the constant confrontations and conflicts of both interests and understandings of contents, processes, and outcomes of change. These conflicts potential shift change in unintended and unwanted directions, resulting in perceived failure. We critically reflect on the practical lessons that surfaced from the Australian ICS-Import case, where we observed a tendency to avoid facing conflicts, ignoring them, or dismissing them as not important. Our analysis demonstrates that using a dialectic approach can provide substantial insights in eCustoms innovation. We offer a characterization of conflicts and we contribute to the discussion of eCustoms in Europe.