## 3 Research Method
### Variables  
The proposed model contained the following constructs: SMS, TL, CCU and BIME. A previous review of the literature was needed to build the indicators used to measure the variables studied. All variables used in this study were measured by constructs with scales of measurement, which represented the manager's perception regarding the model variables. The indicators were established based on a five-item Likert scale (1 = totally disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = totally agree), except BIME5 which is dichotomous, except SMS5, TL4, and BIME7 which are ordinals and BIME6 which is categorical. The following were included as control variables: age (measured by the number of years the company had been in the market since its foundation) and size (number of employees). This way, its effects on the dependent variable (BIM effectiveness) were neutralized. Table 1 shows the indicators for each variable in this study. To conceptualize senior management support (from SMS1 to SMS5), questions were designed to assess how a project team's new skills, innovative mindset and risk-taking, as well as new ideas in the project design, manager performance in team meetings, and the percentage of solved problems, which had been raised by the project team [57; 52]. On the other hand, a collaborative environment is understood to be adequate for people to collaborate so as to succeed in the project [67]. \begin{table}
\begin{tabular}{l} \hline
**Senior Management Support** & **Supporting Contributions:**[52; 53; 57]. \\ \hline SMS1: Project team members are rewarded for learning new skills. \\ SMS2: BIM effectiveness has promoted innovate mindsets and risk-talking. \\ SMS3: New ideas originated in project design by clients/promoter/contractor/are easy to implement. SMS4: Meetings where problems and alternative solutions are raised are frequently held. \\ SMS5: Show the approximate percentage of success in problems raised by the project team. \\ \hline
**Technological Learning** & **Supporting Contributions:**[26; 60]. \\ \hline TL1: The project team has gained knowledge in BIM technology by attending external training courses. \\ TL2: Thanks to internally hiring experts, the project team gains knowledge in BIM technology. \\ TL3: Any knowledge gained from BIM technology is applied to all stages of the building or infrastructure life cycle (design, construction, and operation). \\ TL4: Indicate the number of years using BIM technology when carrying out projects. \\ \hline
**Collaborative Culture** & **Supporting Contributions:**[65; 66; 67; 68]. \\ \hline CCU1: The project team supports and helps each other during the development of the project. \\ CCU2: There is a willingness to share responsibilities in the event of failure. \\ CCU3: The relationships between the different project agents have improved with the BIM methodology. \\ CCU4: The company tries to expand mutual collaboration with other design companies. \\ CCU5: Professional social networks (LinkedIn, etc.) are normally used to collaborate with other companies in carrying out projects. \\ \hline
**BIM Effectiveness** & **Supporting Contributions:**[46; 47; 48; 49]. \\ \hline BIME1: The project team knows the functionality of BIM applications regarding 3D modeling and design. \\ BIME2: The project team knows the functionality of BIM 4D applications to carry out time planning. \\ BIME3: The project team knows the functionality of BIM 5D applications for cost and budget studies. \\ BIME4: The project team knows the functionality of BIM 6D applications for the study of energy efficiency and sustainability (energy savings). \\ BIME5: Tools are used to detect interferences between services and project facilities. \\ BIME6: Indicate which dimensions of BIM you are using in the company. \\ BIME7: Indicate the approximate percentage of the project completion with BIM tools. \\ \hline \end{tabular}
\end{table} 
Table 1: Variables (constructs)/indicators.