## 2 Literature Review
### Hypotheses Derivation from Existing Frameworks  
In addition, [PERSON] et al. [10] referred explicitly to process improvement terms by referring to three continuous improvement (CI/Kaizen) tools derived from renowned Lean principles, including 'Just in Time', 'Right at first time by Stopping work and bringing issues to the surface' and 'Visual management check points'. Continuous Improvement is defined as the act of incremental positive progression, also known as Kaizen [36]; Kaizen is a Japanese term derived from two Japanese words: \"Kai\" meaning \"Change\" and \"Zen\" meaning \"Good\" [37]. While these Kaizen tools were regarded as process improvement, the authors called for process clarification by implicating a need to integrate Kaizen tools in the WBET of BIM standards, wherever applicable, for effective collaboration and implementation. However, it is empirically arguable that these tools may be highly appreciated, not only in knowledge acquisition and process training, but also in technical training. For instance, the concepts of 'Just in Time' and 'Right at First Time' refer to the implementation activity itself. The principle of getting it right first time is integrated in almost all software applications in the form of instant pop-up notifications that inform BIM users of modelling errors and clashing elements. However, in a similar approach in Singapore, [PERSON] et al. [13] proposed an organisational change framework based on the identification of BIM adoption and implementation barriers and drivers. The lack of skilled personnel and the need for training were most cited as both barriers and drivers for BIM adoption and implementation. Therefore, considering the aforementioned, a 'Kaizen' variable may be added to the framework of the proposed model. However, since this is a unique variable that had not been previously explored, its equivalence to the 'Outcomes Expectations' construct is assumed. It is defined in relation to information systems as the degree to which individuals believe that using a particular system would yield valued job-related outcomes [38]. On the other hand, according to [PERSON] [18], education and training in Lean for continuous improvement is vital to successful BIM uptake and organisational learning. Organisational learning is defined as the collective ability of an organisation to learn and continuously improve where knowledge is central to business development and growth [39]. In fact, Learning Organisations use knowledge to continually catalyse the competency of their in-house cultures [40] in order to grow and succeed, which suggests that 'Organisational Learning' is a pillar for WBET. Accordingly, the following is hypothesised:  
**Hypothesis 11 (H11). **: _Continuous Improvement Kaizen in Process Training is significant to User Competency._  
**Hypothesis 12 (H12). **: _Continuous Improvement Kaizen in Technical Training is significant to User Competency._  
**Hypothesis 13 (H13). **: _Continuous Improvement Kaizen in Knowledge Acquisition is significant to User Competency._  
**Hypothesis 14 (H14). **: _Knowledge Acquisition is significant to Organisational Learning._  
Moreover, [PERSON] et al. [13] recommended that constant in-house training is needed for employees to cope with the continually developing policies and procedures of BIM. This type of information may be simply acquired by introducing users to their local BIM BOK, which should incorporate knowledge pertaining to BIM standards practices, principles and implementation processes for the profession. In line with this need, [PERSON], et al. [28; 29] developed a BIM BOK framework with objectives to identify basic BIM skills, benchmark user competency, and enable BIM education and training. It was observed that the four levels of BIM implementation--Plan, Coordinate, Manage, and Do--are analogous to a CI/Kaizen tool known as Plan-Do-Check-Act (PDCA). [PERSON] [41] (pp. 133-138) defined PDCA as \"an incremental continuous improvement method that iterates between current and target conditions of production\".