# Longitudinal Study on Construction Organization's BIM Acceptance
## 4 The Validation of 2019 BIM Acceptance Model
### The Validation Results for the Structural Model  
The structural model, like the measurement model, compared acceptance levels of model-fit indices. As shown in Table 2, all fit indices satisfied or approached the acceptance level. These results indicate that the proposed model is suitable. Figure 2 shows the standardized path coefficients, their significance for the structural model, and the squared correlations (R\({}^{2}\)) for endogenous constructs. Table 1. a (\(\gamma\) = 0.810) and H4a (\(\gamma\) = 0.16) are supported. This implies that increased OC and BC is associated with increased PEU. On the other hand, the influence of TQ and PC had a notable impact on PU. thus, H2b (\(\gamma\) = 0.30) and H3b (\(\gamma\) = 0.294) is supported. That is, while organizational support facilitates technology use, users perceive technology as useful only once technological outcomes demonstrate good quality and users are psychologically ready to accept the technology. Furthermore, the hypothesis H5a (\(\beta\) = 0.378), H5b (\(\beta\) = 0.816), and H5d (\(\beta\) = 0.641) are supported. This implies that PEU appears to be a significant determinant of PU, COA, and OIA. PU had a significant effect on the IIA; thus, the hypothesis H6a (\(\beta\) = 0.697) is supported. However, PEU only showed an indirect influence on IIA through PU. Therefore, the PU in relation to BIM utilization for individual tasks or cooperation capacity must be high to increase individual intent to accept BIM. To promote the individual acceptance of BIM, individuals must perceive that their tasks and cooperative work can be done without difficulty when using BIM. On the other hand, COA did not have an impact on IIA and OIA. It can be seen that some agreement has been reached on the use of BIM as well as the use of BIM. Finally, increased IIA was associated with increased OIA; therefore, the hypothesis H8 (\(\beta\) = 0.52) is supported. Figure 2: Results of hypothesis testing. \begin{table}
\begin{tabular}{c c c c} \hline \hline
**Variables** & **Condition Index** & **Tolerance** & **VIF** \\ \hline OC & 9.779 & 0.267 & 3.738 \\ TQ & 15.249 & 0.769 & 1.300 \\ PC & 16.605 & 0.519 & 1.925 \\ BC & 19.839 & 0.509 & 1.966 \\ PEU & 21.776 & 0.273 & 3.669 \\ PU & 24.616 & 0.403 & 2.482 \\ COA & 27.475 & 0.315 & 3.171 \\ IIA & 32.249 & 0.404 & 2.476 \\ \hline \hline \end{tabular}
\end{table} 
Table 5: Results of multi-collinearity diagnosis. H1a and H4a can explain about 79.2% of the variance in PEU. H2b, H3b, and H5a together can explain about 68.2% of the variance in PU. H5b explains 71.5% of the variance in COA; H6b explains about 44.8% of the variance in IIA; and H6c and H8 together explains about 69.6% of the variance in OIA. the intention of individuals and organizations to accept BIM accounts for more than 50% of the variance. From these results, it can be seen that in the BIM acceptance model for 2019, both personal acceptance and organizational acceptance were significant. Viewed from a broader perspective, BIM makes it possible to operate an integrated information management system by syncing and sharing information for the entire lifetime of a project, thus helping build a collaborative system in various fields and communication among companies. To utilize BIM to a high degree, not only should individuals use the BIM tools at work, but members of the organization should also share information via BIM. Thus, BIM acceptance requires internal changes, such as embracing BIM utilization at the individual and organizational levels, and external changes such as work environment or process improvements in the organization to enable BIM utilization. According to various organization-related research studies utilizing proof-based analysis, such changes are affected by organizational culture, especially in how the atmosphere is understood. The argument is that the aspects promoting or suppressing changes within an organization are based on the organization's cultural characteristics.