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<p>Despite the proven benefits of building information modelling (BIM) in increasing efficacy and collaboration, resistance to adoption remains a key obstacle in the construction industry. To identify and prioritize determinants of the adoption of new technologies, this study presents and validates an integrated model based on survey data from 450 industry experts. The results show that successful technology adoption is rooted in human and psychological foundations rather than managerial or legal processes. Job satisfaction acts as a strategic stimulus that increases people’s capacity to face new tools by directly reinforcing innovativeness (β = 0.302) and self-efficacy (β = 0.310). At the social level, colleague influence was identified as the most powerful factor in shaping group efficacy (β = 0.558), indicating that acceptance in project-based environments is a collective process based on mutual trust. These individual and social factors influence users’ direct attitudes towards technology, such that perceived ease of use (β = − 0.302) and perceived usefulness (β = − 0.135) are the main levers for reducing psychological resistance. The key finding is that contractual conditions, despite their vital role in project governance and success, are ineffective in overcoming deep-rooted individual resistance. Therefore, the successful adoption of new technologies requires a dual approach: focusing on human capital by promoting job satisfaction and team collaboration to overcome psychological barriers, while using governance tools, such as contracts, to ensure structured implementation.</p>

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Explaining Individual BIM Implementation Levels Through Cognitive, Social and Organizational Factors Using PLS-SEM

  • 期刊论文

  • 发表日期：

    2025年12月22日

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  • Pouya Peimankar,
  • Sayyed Mohammad Zakeri,
  • Ali Shafaat

摘要

Despite the proven benefits of building information modelling (BIM) in increasing efficacy and collaboration, resistance to adoption remains a key obstacle in the construction industry. To identify and prioritize determinants of the adoption of new technologies, this study presents and validates an integrated model based on survey data from 450 industry experts. The results show that successful technology adoption is rooted in human and psychological foundations rather than managerial or legal processes. Job satisfaction acts as a strategic stimulus that increases people’s capacity to face new tools by directly reinforcing innovativeness (β = 0.302) and self-efficacy (β = 0.310). At the social level, colleague influence was identified as the most powerful factor in shaping group efficacy (β = 0.558), indicating that acceptance in project-based environments is a collective process based on mutual trust. These individual and social factors influence users’ direct attitudes towards technology, such that perceived ease of use (β = − 0.302) and perceived usefulness (β = − 0.135) are the main levers for reducing psychological resistance. The key finding is that contractual conditions, despite their vital role in project governance and success, are ineffective in overcoming deep-rooted individual resistance. Therefore, the successful adoption of new technologies requires a dual approach: focusing on human capital by promoting job satisfaction and team collaboration to overcome psychological barriers, while using governance tools, such as contracts, to ensure structured implementation.