# Underlying Factors and Strategies for Organizational BIM Capabilities: The Case of Iran
## 1 Introduction  
Due to the complicated nature of construction projects, decision-makers in the architecture, engineering, construction, and operation (AECO) industries are encouraged to adopt building information modeling (BIM). BIM is a digital version of a facility's physical and functional characteristics that enables architects, engineers, and other construction professionals to plan, design, and construct a structure or building [1]. BIM has played an essential role in improving the design of the demolition phases of construction projects [2]. Significant capabilities of BIM can ease the decision-making process and can improve the productivity between all involved components in construction projects, ultimately improving the efficiency of the whole construction supply chain [2]. In the United States,BIM has been embraced by over 98 percent of large architecture organizations [3]. In comparison, over 30 percent of smaller organizations use BIM for some modeling and documentation [3]. The design sector as a whole has adopted BIM at a rate of about 80% [3]. Similar tendencies may be seen in industrialized countries such as the United Kingdom [4]. However, despite its popularity, several economies have been slow to implement BIM due to many problems [5].  
Despite BIM's promising capabilities, this rise in utilizing BIM in construction projects encompasses a broad spectrum of usage. According to a recent survey, most BIM uses are limited to visualization or idea development models, and only a few professionals take advantage of fully integrated and incompatible BIM systems [6]. Furthermore, in many developing countries, BIM is mainly employed for low-maturity tasks such as visualization and clash detection [7, 8]. As a result, many efforts have been made in recent years to investigate the obstacles to achieving the required organizational BIM capabilities (OBIMC) [4, 9]. According to prior works, in the various AECO environments, attitudes and technological barriers, as well as management strategies and environmental constraints, differ from one another [4]. As a result, there appears to be no clear path to BIM adoption, and integrating BIM with various contexts is a continuous endeavor [10].  
The current study aims to investigate (1) key capability factors affecting OBIMC; (2) key strategies to enhance OBIMC; and (3) the relationships between these capability factors and strategies in Iran. Although [PERSON] et al. [11] compared the capability factors affecting the implementation of OBIMC between Iran and Malaysia, no other work in Iran has investigated underly strategies for increasing OBIMC in Iran. To accomplish this, nineteen capability factors and strategies for OBIMC have been evaluated. These capability factors and strategies have been investigated by [PERSON] et al. [12] using a systematic literature review of 26 papers and semi-structured interviews with 15 BIM specialists. The capability factors and strategies discussed in this article have been examined in Iran through a survey conducted among 126 BIM professionals. In order to analyze the acquired data, the Kruskal-Wallis test was used, as well as Exploratory Factor Analysis (EFA) and Partial Least-Squares Structural Equation Modeling (PLS-SEM).  
The remainder of this article is structured as follows. In Section 2, previous work and background information on the topic is described. The elaboration on the methodology applied in this study, including survey development and data collection, is provided in Section 3. Section 4 introduces EFA and PLS-SEM, and the analysis results and the structural model assessment are presented. Finally, Section 5 discusses the findings, and Section 6 concludes the paper.