AbstractBuilding information modeling (BIM) is an emerging approach to managing the design, construction, operation, and maintenance of projects. However, the lack of organizational BIM capabilities prevents BIM from being generally adopted across the architecture, engineering, and construction (AEC) industry. Therefore, AEC organizations must develop strategic plans to support BIM implementation and ensure that the anticipated benefits of BIM are realized. This study identifies the underlying factors and strategies related to organizational BIM capabilities and develops a structural equation model to establish their causal relationships. A systematic literature review of 26 articles and semi-structured interviews with BIM practitioners provided 19 factors and 14 strategies. A total of 121 BIM practitioners evaluated the criticality of the factors and strategies through a survey. The collected data were analyzed using the Kruskal–Wallis test, exploratory factor analysis (EFA), and partial least-squares structural equation modeling (PLS-SEM). The factor analysis classified the factors into two groups (organizational BIM capabilities and organizational capabilities) and strategies into three groups (capability requirement, organizational culture, and organizational competitiveness). The structural equation model revealed that organizational culture positively affects both organizational and BIM capabilities. Moreover, organizational competitiveness is shown to positively influence organizational capabilities. These results provide evidence for the development of strategies for implementing BIM. Practitioners may use these strategies to develop strategic plans and prioritize efforts in a more effective manner. With the findings of this research, users will have a better understanding of the relationships between factors and strategies that are associated with organizational BIM capabilities.

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