## 2 Literature Review
### Hypotheses Derivation from Exploratory Studies
Thus, it may be hypothesised that:  
**Hypothesis 1 (H1). **: _User Competency is significant to Behavioural Intention to Use._  
**Hypothesis 2 (H2). **: _Knowledge Acquisition is significant to Behavioural Intention to Use._  
Furthermore, [PERSON] & [PERSON] [14] realised that the most influential critical success factors to BIM adoption were people-related. This includes the availability of competent users followed by the need for organisational commitment and the need for training. The authors justified their findings through citations that only emphasised the importance of these factors, stating that organisations should invest more in the innovative training and recruitment of BIM experienced employees to allow for smooth processes. However, such recommendations may be comprehended with subjectivity; hence, neither the size of investment in training is clear nor the required user experience level. Meanwhile, similar subjectivity was elaborated by [PERSON] et al. [11] who added that investment size in BIM is based on organisational appreciation of incentives and performance benefits of BIM adoption, thus implicating the need for organisational BIM-perceived usefulness awareness. Accordingly, an 'Organisational Support' variable equivalent to the 'Facilitating Conditions' construct of [PERSON], [PERSON] [31] is instigated. The 'Organisational Support' variable is defined as the extent to which employees believe that organisations are able to provide the necessary resources for successful system 'Uptake' [23]. Since this variable is defined from the employees' point of view, its impact is expected to leverage the 'Perceived Ease of Use' thus, leading to the following hypothesis:  
**Hypothesis 3 (H3). **: _Organisational Support is significant to Perceived Ease of Use._  
Alternatively, following research into the benefits and challenges of the adoption and implementation of BIM, [PERSON] et al. [32] found that an organisations' decision to provide technical training only at junior levels is perceived as a hindrance because senior management are unable to leverage work performance due to their lack of BIM knowledge. This implicates that the executive top management should question their knowledge about the applicability of their existing workflow processes and implementation methods, which should be redefined upon the adoption and implementation of BIM. Furthermore, process redefinitions should state that technical training is properly assigned to members of staff based on their job roles and responsibilities. The adoption and implementation of BIM is a subsidiary of organisational change that integrates new processes and technologies [13], thus implicating a primary need for process and technical WBET. However, from an empirical point of view, whilst process training should equally cover all team members, the technical training requirements differ between junior and senior team members. Whereby, senior management will only need non-intensive technical training to clarify the usability and capability of newly adopted BIM technologies and, accordingly, better-inform project management and decision making. This view is shared by [PERSON] et al. [5] in that the reported inadequacy in BIM skills relate to the organisation's learning approach, whereby training is only provided to junior staff members instead of all BIM-related staff. Therefore, the lack of technical knowledge amongst senior members not only creates a skills gap that hinders the clear benefits of BIM, but also (based on industrial psychology studies) results in an imbalance between leadership expectations and project demands with less ability to control the implementation process [33]. Furthermore, according to [PERSON] et al. [30], effort-oriented variables influential to the 'Perceived Ease of Use' are more noticeable in the early stages of technology adoption when process hindrance is eclipsed by technical complications.