## 5 Discussion

Table 6: _Cont._Accordingly, OUM explained 40% of variance and 23% of predictive relevancy in the 'Organisational Support' variable. Therefore, the combination of variables optranolising OUM may be highly accurate in reflecting the in-house culture's perception of their leadership, thus providing senior management with vital decision-making support services. * **\"Hypothesis 4 (H4). **_Technical Training is significant to Perceived Ease of Use_\" and \"Hypothesis 5 (H5). Process Training is significant to Perceived Ease of Use\" were both rejected. When considering OUM in Figure 2, this result may be attributed to the indirect effect on Perceived Ease of Use, which is a successor to the User Competency variable. Since, OUM explained 52% of variance and 37% of predictive relevancy in the 'User Competency' variable, the sponsoring organisation should focus not only on training, but also on building learning capacity and knowledge capability amongst employees, which is considered a challenge to both business and economic growth [55]. * **\"Hypothesis 6 (H6). **_Technical Training is significant to 'User Competency_\" was accepted. Whereas, \"Hypothesis 7 (H7). Process Training is significant to User Competency\" was rejected. These results are aimed at the sponsoring organisation so that the training budget is focused on providing technology training to employees. Meanwhile, the research revealed that the culture of the sponsoring organisation conveys relative confidence in their organisational BIM processes, standards and workflows. * **\"Hypothesis 8 (H8). **_User Competency is significant to Perceived Ease of Use_\" and \"Hypothesis 9 (H9). **_User Competency is significant to Perceived Usefulness_\" were accepted. These hypotheses were instigated by [PERSON] et al. [30] who argued that organisational facilitating conditions become insignificant when effort expectancy is leveraged. Accordingly, with reference to Table 6, it is clear that the significance of H8 and H8 is greater than H3, which verifies that organisational support may be substantially relaxed when competency is leveraged. * **\"Hypothesis 10 (H10). **_Lean is significant to Perceived Ease of Use_\" was accepted. This variable was instigated by [PERSON] et al. [16] who recommended the need for Lean to enhance knowledge acquisition. Accordingly, it was added to OUM as an influencer of 'Organisational Support' in order to assess participants' perceptions of anticipated methods of effective BIM implementation. As such, Lean explains the variance in 'Perceived Ease of Use' by 30% and its predictive power by 20%. Thus, depending on the reflections of the in-house culture, a decision to take up Lean would be wise by the sponsoring organisation or any other organisation adopting the OUM. * **\"Hypothesis 11 (H11). **_CI/Kaizen in Process Training is significant to User Competency_\", \"Hypothesis 12 (H12). **_CI/Kaizen in Technical Training is significant to User Competency_\" and \"Hypothesis 13 (H13). **_CI/Kizen in Knowledge Acquisition is significant to User Competency_\" were all rejected. CI/Kaizen was introduced as a moderator variable to 'Technical Training', 'Process Training', and 'Knowledge Acquisition' following the implicit recommendations of [PERSON] et al. [10] to three different Kaizen tools. However, the insignificance of these moderator variables may indicate a lack of clarity over the importance of CI/Kizen to the sponsoring organisation. Although 'Process Training' was found to have no significance over 'User Competency' with t = 0.588 and p = 0.557, once 'CI/Kaizen' was introduced as a moderator, it leveraged the p-value by 46%. Moreover, although insignificant at p = 0.11, the importance of process training was either underestimated by survey participants or the participants were well aware of their project delivery workflows to the point that additional training in processes is negligible. This is a clear example of how a rejected hypothesis may provide in-depth knowledge of a current in-house status. * **\"Hypothesis 14 (H14).