GOAL CLARITY, EXTENSIVE TRAINING, AND ENVIRONMENTAL DYNAMICS' IMPACT ON FINTECH EMPLOYEES' PERCEIVED STRATEGIC CHANGE: ORGANIZATIONAL CULTURE AS A MODERATOR

Abstract

Cognition encompasses an individual's conscious comprehension of concepts, responses to external stimuli, and the foundation for action. Although often examined in educational or experimental environments, cognition also operates collectively through collaborative efforts. Within an organisation, cognition manifests as a distinctive cognitive framework tailored to that specific context. However, implementing organisational change is not always a seamless process. Many employees instinctively resist change, perceiving it as potentially detrimental. Consequently, the cognitive processes and attitudes of employees towards organisational change play a pivotal role in determining its effectiveness. This research utilised statistical techniques, including factor analysis, reliability testing, correlation analysis, multiple regression, and structural equation modelling. It investigated the influence and interplay of goal clarity, extensive training, environmental dynamics, and employees’ perceptions of strategic change. Furthermore, the study examined how organisational culture moderates these effects. Significantly, in organisations with innovative and harmony cultures, goal clarity, extensive training, and environmental dynamics exert a stronger influence on perceptions of strategic change.