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Explore how the AECO organizations can establish BIM capabilities in the design phase to ensure project success for long-term development.

Quantitative approach through the application of structural equation modeling with the partial least squares method (PLS-SEM). This study performs a path analysis and hypothesis testing through the PLS method using the SmartPLS 4.0 software.

The paper demonstrates that simply adopting BIM is not enough for project success. The lack of preparation for adopting BIM can even have a negative effect on project success, since the structure, technology and designers may not be prepared to integrate all project requirements into BIM models. For effective project success, the article demonstrates that the indirect effect of building BIM capabilities must be considered.

The proposed model can serve as a guide for organizational strategy by showing managers the main variables to be considered for long-term survival. The article also warns that the isolated adoption of BIM can be detrimental to the success of projects. However, the lack of BIM capabilities can exclude the organization from the market, as it may not be prepared to recognize project opportunities and not incorporate technologies.

The limitation is that the data are not longitudinal; therefore, they are conditioned by the current perceptions of AECO industry professionals about BIM adoption. The results of this research reflect the perception of professionals in the Brazilian construction industry only.

Although social implications are not directly addressed in the model, the potential for improving project success in the AECO industry suggests broader positive impacts on project management in the AECO industry. Furthermore, these advances can contribute to better urban planning, improved infrastructure and overall social well-being, impacting quality of life by influencing public policy and shaping public attitudes toward construction and development.

Using strategic innovation theories as a theoretical framework for building BIM capabilities, the paper expands this theory by establishing that BIM capabilities are fundamental to sustaining the survival of AECO industry organizations. The paper demonstrates that BIM capabilities are what prepare organizations to adapt to new technologies and strategic resources oriented toward innovation. In this sense, the adoption of BIM itself is an initial step towards building these capabilities, since once the adaptation phase is over, the organization is prepared to optimize its processes with other technologies.

Investigate distinctive skills, encompassing Building Information Modeling (BIM skills, project management (PM) skills (PMSs), as well as strategic and operational skills (OSs) in the architecture, engineering and construction (AEC) industry.

The research design adopts a quantitative survey-based approach, utilizing a partial least squares structural equation modeling (PLS-SEM).

The findings underscore a significant relationship between OSs and both BIM and PMSs, while also illuminating the relationship of strategic skills with both BIM and PMSs. However, intriguingly, the study reveals that although BIM skills and PMSs are indispensable, they lack a statistically significant relationship. Despite this, we have identified a pathway from BIM skills to operational and strategic skills that traverses through PMSs, exhibiting significant indirect effects.

Our study employs cross-sectional data rather than longitudinal data, which hinders temporal interpretations of the associations between competence building for AEC professionals especially given that BIM skills are still in the early stages within AEC projects, particularly in Latin America. Therefore, a longitudinal study would offer deeper insights into potential causation, allowing for a more robust establishment of underlying associations. Additionally, future research endeavors should focus on capturing longitudinal data through case studies that explore perceptions and observations of the roles of BIM managers and project managers in project-based organizations.

Our model guides organizations to recognize the importance of BIM management skills as a pivotal role in the AEC industry, bridging operational and strategic levels. While project managers focus on tools that facilitate team and project integration, BIM managers enhance collaboration and communication across different disciplines within construction projects. This synthesis highlights the complementary roles of project managers and BIM managers in driving successful project outcomes, showcasing the synergy between their skill sets in achieving strategic objectives within the AEC industry. Furthermore, it underscores the critical role of indirect and cascading flows of influence among skill domains through multiple interconnected pathways.

Our study demonstrates that different types of skills are required to manage AEC projects. These skills are interconnected through direct and indirect pathways that warrant attention from academia. The theoretical contribution of the research model is clearly shown in the linking between PM and BIM in the AEC industry. Several scholars recognize BIM as innovative and that drives the success of civil construction projects; however, our study goes further in identifying the significant relationships among variables and the magnitude of their effects on strategic and OSs for BIM management and PM domain.

This aims to explore the relationship between the agile methods barriers in large-scale contexts and the benefits for business, team and product and process, exploring the organizational readiness (OR) mediating role.

We propose a theoretical model through survey-based research, applying partial least square structural equation modelling.

We confirmed that OR mediating effect on the relationship between agile methods barriers and team benefits. We operationalized OR in a broader context that embeds the strategic alignment of large-scale agile implementation, considering variables such as organizational structure and culture.

The data are cross-sectional rather than longitudinal, which limits temporal interpretations of the associations between agile methods and organizational issues.

The findings offer a way forward for organizations already using or planning to implement agile management to understand the pathway towards achieving the expected benefits. Our study also unveils the importance of looking at OR when implementing such a complex change in management from traditional to large-scale contexts.

Our results show the significant and positive influence of agile method on all three benefit variables (team, business, product and processes). Furthermore, we identified the significant and positive mediating role of OR on the relationship between agile method and team benefits.

This study aims to explore the moderating effect of communication barriers (CBs) on the relationship between knowledge sharing barriers (KSBs) and knowledge management (KM), considering the two enablers, technology and organizational culture, in the project context.

The authors adopted survey-based research approach. The data were analyzed using partial least squares structural equation modeling (PLS-SEM), applying the SmartPLS 3.0 software.

The results show the significant and positive effect of both enablers (culture and technology) on KM. Furthermore, the authors identify significant relationship between KSBs and communications barriers. Finally, it elucidated the moderate effect of CBs.

The data are cross-sectional rather than longitudinal, which limits temporal interpretations of the associations between exploitative and exploratory learning and innovative strategies.

The results can guide organization toward cultural and technological issues supporting KM. Moreover, for project managers and practitioners it shows the importance to avoid communications barriers, driving efforts and resources to manage the flow of information efficiently, developing communication processes that integrate the project team and reducing CBs.

The study reveals complex paths that organizations take toward KM. The research findings show how CBs play a critical moderating role in the relationship between KSBs and KM.