## 6 Conclusions  
From a theoretical perspective, the TAM validates the acceptance or use of new technology but did not inform on how to improve its technology. This study has shown that, once a new technology is accepted, its effectiveness can improve with senior management support. For that to happen, senior management support must promote both a collaborative culture and technological learning amongst members of a project team. It has been proven that senior management support exerts an influence with direct effects on BIM effectiveness (R\({}^{2}\) = 0.487). In the same way, evidence with indirect effects has been found, proving that technological learning and collaborative culture are mediating variables between senior management support and BIM effectiveness. These mediation effects improve the explanation of BIM effectiveness (R\({}^{2}\) = 0.648). It can be concluded that the development of technological capabilities depends on the learning processes and the environment, as established by the literature review, and it is proven that BIM technology is also met. Senior management support alone does not improve technological capabilities, and management must also promote both technological learning and the collaborative culture in a project team simultaneously. In this way, the ability to use BIM technology among team members is desired. It has been shown that the size of the company and its age do not influence BIM technology effectiveness. This is an advantage, as any manager can improve their competitiveness in the market by offering equal opportunities. Through these results, the following question can be answered: Why do companies who adopt BIM to carry out projects obtain different levels of effectiveness if they are being done at the same time? It can be seen that the answer is hidden in managerial behaviors and intangible organizational factors that explain the phenomenon. Therefore, BIM requests the need for theoretical frameworks that distribute knowledge to promote business strategies where senior management promotes better performance in project design. A possible limitation of this study is that the survey was restricted to AEC design companies using BIM in Spain, which could raise questions about the extent to which the results can be generalized in other countries. Testing the external validation of the findings would require the replication of this study in other countries. The study also used a cross-sectional research design, which could be criticized for not capturing the temporary dynamics incorporated in the model. Thus, future work should consider a lengthwise design that provides insight into these relationships over time. It would also be interesting to undertake the same study analyzing BIM effectiveness by type of project design (architecture, civil construction, and industrial construction). Finally, it can be said that, from this study, future lines of research related to this topic are opened, creating the possibility of expanding the analysis with different variables or organizational factors that are not included in this research. For example, the role that organizational variables may cause from the perspective of employees, such as team entrepreneur, needs to be investigated to analyze their influence on the ability to use BIM technology. The results of this study are intended to help managers and professionals gain a better understanding of the importance of fostering technology learning and collaborative culture to ensure the potential benefits of technological capabilities. This paper represents a result of teamwork. All of the authors jointly designed the research methodology. [PERSON] and [PERSON] analyzed the results. All of the authors jointly worked on the discussion. [PERSON] drafted the manuscript. Finally, [PERSON] reviewed and edited the manuscript. All authors have read and agreed to the published version of the manuscript. This research received no external funding.