<![CDATA[Organizational transformations in the post-pandemic era increasingly rely on employees' individual readiness to adopt changes. Although change leadership and organizational culture are widely recognized as primary antecedents of change readiness, empirical literature reveals inconsistent findings regarding their direct effects. This study aims to address this critical knowledge gap by examining the mediating role of change communication in connecting change leadership and organizational culture with individual readiness for change among cross-industry employees in the metropolitan Jabodetabek area. Utilizing a quantitative explanatory design with a cross-sectional survey approach, data were gathered from 127 full-time employees who experienced significant organizational transformations within the past one to two years. The hypothesized structural relationships were evaluated using Partial Least Squares Structural Equation Modeling. The empirical results demonstrate that change communication serves as the most powerful direct driver of individual readiness for change. Furthermore, change communication fully mediates the impact of organizational culture on individual readiness, while also mediating the indirect influence of change leadership. The overall structural model accounts for a substantial proportion of variance in both change communication and individual readiness, proving that leadership and culture do not automatically foster employee readiness without transparent, structured communication channels. Theoretically, these insights unpack the essential mechanism connecting macro-level organizational antecedents to micro-level individual responses. Practically, organizational leaders and human resource practitioners must prioritize building open, interactive change communication channels rather than relying solely on top-down leadership directives or passive cultural slogans to ensure successful organizational adaptation.]]>
