Change communication has become a more important factor in introducing and implementing organization change. The recent literature has discussed different communication strategies, emphasizing participatory and programmatic communication as the most central concepts. However, there is a lack of comprehensive empirical research in assessing the success of these communication strategies. Moreover, individual values, such as Powerdistance-orientation of change recipients are seldom investigated in studies of change communication. Previous studies have already shown how communication is affected by Powerdistance-orientation as a common culture dimension (Hofstede, 1980; Hall, 1989; Gudykunst et al., 1996). The developed model examines how the participatory and programmatic change communication impacts the affective, cognitive and behavioral levels of recipients’ reactions according to the moderating effect of Powerdistance-orientation. The results of the pretest provide evidence for the support of the hypothesized model.