## 2 Literature Review
### Hypothesis Derivation from Theoretical Models
[23] reported a significant relationship between 'Attitude' and 'BIM Uptake' and an insignificant relationship between 'Attitude' and 'Behavioural Intention'. Therefore, [PERSON] et al. 's approach to Hypothesis testing completely contradict TAM principles, as the authors' results stated that perceived usefulness had no direct significance for 'Behavioural Intention', and perceived ease of use had a positive influence on 'Behavioural Intention'. This can be tested via the following hypotheses:  
**Hypothesis 18 (H18). **_Attitude is significant to Behavioural Intention to Use._  
**Hypothesis 19 (H19). **_Attitude is significant to BIM Uptake._  
On the other hand, the 'Social Influence' variable had a positive influence on 'Behavioural Intention' although the questionnaire statements relating to this variable may lead to discrepancies as they were adopted for two purpose-differing variables, i.e., 'Social Factors' and 'Subjective Norm', with the difference listed in [PERSON] et al. [30] (p. 452). The former (Social Factors) refers to the social influence of others while the latter (Subjective Norm) refers to an individual's perception of what others believe about them. Accordingly, this study highlighted the additional need for the 'Social Factors' variable, adopted from [PERSON], [PERSON] [31]. The 'Social Factors' variable relates to 'Organisational Support' in reflecting the current trends of organisational in-house cultures. Therefore, the study proposesto test if the 'Social Factors' variable representing the current culture is significant to the 'Perceived Usefulness' of 'Organisational Support' as it is natural that 'Social Factors' reflect the cultures' expectations of benefits and increased performance from BIM. Additionally, the study proposes testing whether 'User Competency' is significant for 'Social Factors', as this may highlight the importance of competent users in fostering the right organisational culture. This further conforms to the observations of [PERSON] et al. [30] requiring WBET to cover all levels of people for the effective adoption and implementation. Accordingly, the following may be hypothesised:  
**Hypothesis 20 (H20). **: _Social Factors variable is significant to Perceived Usefulness._  
**Hypothesis 21 (H21). **: _User Competency is significant to Social Factors._  
On the other hand, [PERSON] & [PERSON] [9] investigated design tasks, organisational competency, and user competency on project implementation performance of design firms, by extending TAM to Designer Competence Model (DCM). The model assesses the fit between BIM technology and designer-user competence in terms of experience, education, anxiety, and self-efficacy (competency). Results from the DCM reported no significant relationship between 'User Competence' and 'Organisational Performance', which is empirically arguable considering the \"lack of in-house skills/expertise\" barrier positioned as the primary hindrance to the adoption and implementation of BIM [3; 6; 26]. Furthermore, according to [PERSON] et al. [5], extensive experience and competency in BIM leads to an increased opportunity of winning project tenders, which is empirically a reflection of organisational performance, as utilised by the Engineering News-Record ENR Top 100 best performing series [42]. Therefore, 'User Competency' should result in very high significance for 'BIM Uptake'. Thus, it may be hypothesised that:  
**Hypothesis 22 (H22). **: _User Competency is the most significant external variable for BIM Uptake._  
In addition, BIM collaboration in design and construction was evaluated empirically by [PERSON] et al. [5] in China via Grounded Theory-led focus groups. The authors proposed a theoretical model, structured into three categories pertaining to Technology, People, and Process. Under Technology, ICT capacity and technology management contributed to peoples' attitudes and role taking, which, in turn, influenced processes, in terms of trust, communication and leadership.