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Recent studies have demonstrated that organizations often fail to execute organizational changes effectively due to a lack of their employees’ organizational change readiness (OCR). However, the absence of employees’ OCR is rooted in whether their values align with their organizations. The research aims to clarify when and why employees’ perceived values-congruence with their organizations, supervisors, and workgroups (PVC-O, PVC-S, and PVC-G) helps stimulate their organizational change readiness (OCR). Specifically, it Integrates the self-categorization theory and social information processing theory and proposes a moderated mediation model to investigate the roles of perceived insider status (PIS) and the quality of change communication (QCC). This study gathered a valid sample of 252 employees from six Chinese companies at three different time points, and performed the structural equation modeling and multiple regression to test the proposed research model. The results demonstrate that PVC-O, PVC-S, and PVC-G are all positively related to employees’ PIS, which further promotes their readiness for organizational change. Additionally, QCC strengthens not only the positive effect of employees’ PVC-O and PVC-G (except for PVC-S) on PIS but also the indirect effects of PIS. This study offers valuable implications for practitioners implementing their organizational change practices in China. Moreover, this study can contribute to the organizational change literature by uncovering the underlying mechanism between perceived values-congruence and employees’ OCR in the light of the person-environment interaction.

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That how employees interpret change plays a critical role in organizational change. To offer an understanding of the relationship between organizational change strategies and employees' readiness for change from a social cognitive perspective, a model is initially built based on relevant literature reviewed and then data are collected from 22 organizations in China and Zimbabwe. A sample of 132 individuals is analysed, and hypothesized relationships are investigated using AMOS software. The findings support an integrated perspective in which both change management strategies and employees' change interpretations shape change readiness. Furthermore, the findings show that employees with high change communication, participation and perceptions of principal support tend to exhibit high levels of change readiness and that change interpretation plays a partial mediating role between change strategies and change readiness. In the last part of paper the theoretical contribution and practical implication of this study are discussed