International audience ; This paper analyses the impact of an individual perception of the organizational change context, intensity and management process on the readiness for change of different categories of employees. Relying on a quantitative survey administrated to 241 managers across 33 nationalities, our research highlights how employee perceptions of organisational contexts, previous experiences of change management projects, and processes can influence individual readiness to change. Moreover, we have shown that nationality can be a moderating variable on the relationship between individual perception of context, previous change projects processes and intensity of change and individual readiness for change. Our findings give support to assertions that individual attitudes and perceptions including perceived organizational and management support toward change projects, contextual variables and nationality are instrumental in understanding individual readiness for change.