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The purpose of this paper is to explore the impact of national culture on the structured knowledge transfer from a US‐based (onshore) technical support center to an offshore support center in China.

The research was conducted as an interpretive case study. Three techniques (i.e. document review, participant observation, and semi‐structured interviews) were employed for data collection in the field.

The findings identify that knowledge tacitness, knowledge gaps, cultural and communication difficulties and weak relationships were the critical barriers to successful knowledge transfer in a cross‐cultural knowledge transfer context. It was found that, when a provider and a recipient are located in different individualism/collectivism, power distance, and uncertainty avoidance cultural dimensions, there will be a reduced likelihood of successful knowledge transfer in a …