Operational difficulties of integrated BIM–AI
| s/n | Sub-constructs and items | FL | NT | α | AV | EV |
|---|---|---|---|---|---|---|
| A | Interoperability of data from BIM and AI platform | 4 | 0.87 | 0.55 | 0.76 | |
| 1 | Data security and data training | 0.77 | ||||
| 2 | Differences in AI and BIM models | 0.86 | ||||
| 3 | Lack of information in existing BIM software to support AI features | 0.88 | ||||
| 4 | Unfamiliarity with user interfaces and AI features in BIM software | 0.78 | ||||
| B | Employees’ growth and development | 7 | 0.83 | 0.63 | 1.13 | |
| 1 | Employee engagement with BIM and AI tools | 0.56 | ||||
| 2 | Employees’ learning culture | 0.78 | ||||
| 3 | Employees’ learning effectiveness | 0.54 | ||||
| 4 | Employees’ resistance to change | 0.53 | ||||
| 5 | Brain drain | 0.96 | ||||
| 6 | Employees’ learning style | 0.89 | ||||
| 7 | Employees’ motivation | 0.88 | ||||
| C | Governance for integrated BIM–AI | 5 | 0.87 | 0.52 | 0.74 | |
| 1 | Corruption in training and investment | 0.87 | ||||
| 2 | Prioritizing equal access to BIM–AI platforms | 0.56 | ||||
| 3 | Prioritizing transparency | 0.51 | ||||
| 4 | Strengthening decision-making process | 0.71 | ||||
| 5 | Ensuring commitment to investment in BIM–AI platforms | 0.77 | ||||
| D | Infrastructure for integrated BIM–AI | 5 | 0.82 | 0.59 | 0.93 | |
| 1 | Inadequate infrastructure | 0.71 | ||||
| 2 | Flexibility of infrastructure | 0.50 | ||||
| 3 | Reliability of infrastructure | 0.72 | ||||
| 4 | Security of infrastructure | 0.51 | ||||
| 5 | Availability of software integrating BIM and AI | 0.81 | ||||
| E | Finances for integrated BIM–AI | 7 | 0.82 | 0.69 | 1.01 | |
| 1 | Inadequate cash flow and debt | 0.70 | ||||
| 2 | Funding instability | 0.62 | ||||
| 3 | Budget constraints | 0.81 | ||||
| 4 | Lack of working capital | 0.61 | ||||
| 5 | Manual financial management | 0.50 | ||||
| 6 | Complex financial operations | 0.44 | ||||
| 7 | Economic downturns | 0.76 | ||||
| F | Internal process for integrated BIM–AI | 7 | 0.87 | 0.72 | 1.23 | |
| 1 | Operational complexity | 0.32 | ||||
| 2 | Inefficient workflows | 0.70 | ||||
| 3 | Poor communication | 0.44 | ||||
| 4 | Inefficient management practices | 0.45 | ||||
| 5 | Lack of support for innovation | 0.73 | ||||
| 6 | Lack of teamwork | 0.66 | ||||
| 7 | Negative culture | 0.71 | ||||
| G | Client relation through BIM–AI platform | 6 | 0.84 | 0.55 | 0.19 | |
| 1 | Data quality issues | 0.41 | ||||
| 2 | Miscommunication and communication gaps | 0.68 | ||||
| 3 | Differing expectations | 0.70 | ||||
| 4 | Clients’ dissatisfaction with BIM–AI platforms | 0.41 | ||||
| 5 | Uncertainty about the output of integrated BIM–AI | 0.86 | ||||
| 6 | Work overload | 0.80 | ||||
| s/n | Sub-constructs and items | FL | NT | α | AV | EV |
|---|---|---|---|---|---|---|
| 4 | 0.87 | 0.55 | 0.76 | |||
| 1 | 0.77 | |||||
| 2 | 0.86 | |||||
| 3 | 0.88 | |||||
| 4 | 0.78 | |||||
| 7 | 0.83 | 0.63 | 1.13 | |||
| 1 | 0.56 | |||||
| 2 | 0.78 | |||||
| 3 | 0.54 | |||||
| 4 | 0.53 | |||||
| 5 | 0.96 | |||||
| 6 | 0.89 | |||||
| 7 | 0.88 | |||||
| 5 | 0.87 | 0.52 | 0.74 | |||
| 1 | 0.87 | |||||
| 2 | 0.56 | |||||
| 3 | 0.51 | |||||
| 4 | 0.71 | |||||
| 5 | 0.77 | |||||
| 5 | 0.82 | 0.59 | 0.93 | |||
| 1 | 0.71 | |||||
| 2 | 0.50 | |||||
| 3 | 0.72 | |||||
| 4 | 0.51 | |||||
| 5 | 0.81 | |||||
| 7 | 0.82 | 0.69 | 1.01 | |||
| 1 | 0.70 | |||||
| 2 | 0.62 | |||||
| 3 | 0.81 | |||||
| 4 | 0.61 | |||||
| 5 | 0.50 | |||||
| 6 | 0.44 | |||||
| 7 | 0.76 | |||||
| 7 | 0.87 | 0.72 | 1.23 | |||
| 1 | 0.32 | |||||
| 2 | 0.70 | |||||
| 3 | 0.44 | |||||
| 4 | 0.45 | |||||
| 5 | 0.73 | |||||
| 6 | 0.66 | |||||
| 7 | 0.71 | |||||
| 6 | 0.84 | 0.55 | 0.19 | |||
| 1 | 0.41 | |||||
| 2 | 0.68 | |||||
| 3 | 0.70 | |||||
| 4 | 0.41 | |||||
| 5 | 0.86 | |||||
| 6 | 0.80 | |||||
Note(s): NT = number of items; FL = factor loading; α = Cronbach Alpha; AV = average variance explained; EV = Eigen value
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