<p>The adoption of digital methods and tools, such as Building Information Modeling (BIM), holds significant potential for the real estate and construction industry. However, its implementation is often hindered by increasing complexity, insufficiently standardized processes, and knowledge gaps. Previous approaches to overcoming companies’ reluctance to adopt BIM have primarily focused on technological solutions and process-oriented methods. Nevertheless, the integration of the employees is on key success factor. To address these challenges more effectively, it is essential to develop strategies that emphasize the human factor and incorporate change management practices. This paper introduces a novel integration of archetypal theory into BIM change management, providing a unique lens to understand and address human dynamics during implementation. Based on a comprehensive literature review and expert interviews, archetypes influencing BIM adoption are identified, their organizational positions mapped, and their behaviors in response to change management processes analyzed using Mayring’s qualitative content analysis. This study proposes tailored strategies to engage and support these archetypes, marking the first integration of technical innovation with social adoption in BIM implementation. The findings demonstrate that successful BIM implementation requires a holistic change management approach that combines technical solutions with human-centered change management strategies. Early employee involvement, transparent communication, pilot projects and targeted engagement of key archetypes – such as the “friend” of “explorer” – enhance acceptance, trust, and motivation. This study is the first to explicitly integrate archetypal insights into BIM change management, offering both a theoretical framework and practical guidance to overcome adoption barriers and enhance BIM’s potential.</p>