The purpose of this study was to identify perceived barriers to the effective implementation of Electronic Performance Support Systems and identifiable relationships among these barriers. Additionally, relationships between these barriers and the corporate culture of the respondents’ organizations were investigated. This study centered on the perceptions of training professionals in the nuclear training industry. Respondents rated the Frequency, Impact, and Importance of barriers to effective implementation of an Electronic Performance Support System using an instrument developed through a literature review. The corporate culture of the respondents was determined using the Organizational Culture Assessment Instrument developed by Cameron and Quinn (1999). A self-administered, mail delivered questionnaire was used to conduct the study. Findings included: (a) the instrument had internal consistency (a > 0.70), (b) barriers clustered into five factors each in the attributes of Frequency, Impact, and Importance, (c) no statistically significant relationships between barriers and the corporate culture in the nuclear training industry were identified. Factors identified in this study are similar to those in other reports on organizational change. This indicates implementation of Electronic Performance Support Systems may be facilitated using proven strategies to address the implementation barriers identified. The lack of significant relationships between implementation barriers and the specific combination of culture types evidenced in this study may indicate the barriers identified are generalizable to multiple cultures.