This study investigates the impact of readiness on individual behavior during the organizational change process following the implementation of an acquisition deal. Organizational change resulting from an acquisition often requires employees to adapt to new roles, processes, and cultural dynamics. Understanding how readiness influences individual behavior in this context is crucial for managing the change effectively and maximizing employee engagement and performance. By analyzing data collected from employees involved in post-acquisition change initiatives, this study aims to uncover the relationships between readiness, individual behavior, and the successful implementation of organizational change. The findings contribute to the existing literature on change management and provide practical insights for organizations navigating the complexities of post-acquisition integration. ‎

Readiness, Organizational change, Acquisition

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