## 4 Results and Discussion
### Conceptual Framework and Validation
#### 4.3.1 Hypothesis 1  
This hypothesis that the lack of executive vision and training positively contributes to the lack of continuous involvement and capabilities was supported by the PLS-SEM analysis results. BIM implementation requires not only sufficient resources such as costly infrastructure, but also competent and experienced personnel that can be trained or engaged from the market [57]. Insufficiency of any kind of the capabilities would hinder BIM implementation. This tallies with the post-survey interviews that in practice the practitioners in Singapore should be provided with training and education programs as well as technical support for BIM adoption. This is because they may not be knowledgeable and experienced about a higher level of BIM implementation. In most cases, the executives can determine the allocation of the capital investment to purchase and upgrade the infrastructure, and the sponsorship of training programs [42]. However, the post-survey interviewees also reported that the management of many firms in Singapore tend to keep things under control as they previously did, because compared \begin{table}
\begin{tabular}{c c c c c} \hline
**HTMT** & **Original Sample** & **Sample Mean** & \(t\)**-Value** & \(p\)**-Value** \\ \hline \hline \(\text{LEVT}\)\(\rightarrow\)LCIC & 0.829 & 0.831 & 9.797 & 0.000 \\ \(\text{LCIC}\)\(\rightarrow\)LCMI & 0.879 & 0.880 & 10.937 & 0.000 \\ \(\text{LEVT}\)\(\rightarrow\)LCMI & 0.866 & 0.866 & 19.653 & 0.000 \\ \hline \end{tabular} Note: \(\text{LCMI}=\text{Lack of collaboration and model integration}\); \(\text{LCIC}=\text{Lack of continuous involvement and capabilities}\); \(\text{LEVT}=\text{Lack of executive vision and training}\).  
\end{table} 
Table 6: Discriminant validity of hindrance groupings. \begin{table}
\begin{tabular}{c c c c c c c} \hline
**Grouping** & **Hindrance Code** & **Factor Loading** & \(p\)**-Value** & **AVE** & **Cronbach’s Alpha** & **CR** \\ \hline \multirow{8}{*}{LCMI} & H34 & 0.813 & 0.000 \({}^{*}\) & & & \\  & H09 & 0.680 & 0.000 \({}^{*}\) & & & \\  & H36 & 0.848 & 0.000 \({}^{*}\) & & & \\  & H45 & 0.706 & 0.000 \({}^{*}\) & & & \\  & H35 & 0.849 & 0.000 \({}^{*}\) & 0.618 & 0.931 & 0.942 \\  & H46 & 0.766 & 0.000 \({}^{*}\) & & & \\  & H33 & 0.850 & 0.000 \({}^{*}\) & & & \\  & H27 & 0.798 & 0.000 \({}^{*}\) & & & \\  & H28 & 0.770 & 0.000 \({}^{*}\) & & & \\  & H43 & 0.762 & 0.000 \({}^{*}\) & & & \\ \hline \multirow{8}{*}{LCIC} & H12 & 0.798 & 0.000 \({}^{*}\) & & & \\  & H07 & 0.825 & 0.000 \({}^{*}\) & & & \\ \cline{1-1}  & H14 & 0.833 & 0.000 \({}^{*}\) & 0.622 & 0.878 & 0.908 \\ \cline{1-1}  & H42 & 0.803 & 0.000 \({}^{*}\) & & & \\ \cline{1-1}  & H32 & 0.711 & 0.000 \({}^{*}\) & & & \\ \cline{1-1}  & H31 & 0.757 & 0.000 \({}^{*}\) & & & \\ \hline \multirow{8}{*}{LEVT} & H01 & 0.866 & 0.000 \({}^{*}\) & & & \\ \cline{1-1}  & H04 & 0.847 & 0.000 \({}^{*}\) & & & \\ \cline{1-1}  & H02 & 0.756 & 0.000 \({}^{*}\) & 0.624 & 0.848 & 0.892 \\ \cline{1-1}  & H05 & 0.732 & 0.000 \({}^{*}\) & & & \\ \cline{1-1}  & H47 & 0.739 & 0.000 \({}^{*}\) & & & \\ \hline \end{tabular} Note: \(\text{LCMI}=\text{Lack of collaboration and model integration}\); \(\text{LCIC}=\text{Lack of continuous involvement and capabilities}\); \(\text{LEVT}=\text{Lack of executive vision and training}\). \({}^{*}\) The loading was significant at the 0.05 level (two-tailed).  
\end{table} 
Table 5: Validity and reliability evaluation of measurement model. with the relatively straightforward implementation cost, the benefits of BIM implementation tend not to be so concrete. Thus, without the executive support (H01), training sessions could not be arranged (H04 and H47), and a higher resource allocation priority could not be obtained, leading to the lack of the capabilities among the major stakeholders (H07, H14, H31, and H42). In addition, the continuous involvement of the major stakeholders is crucial to BIM implementation [53].