Exploring BIM outsourcing strategies and challenges through mixed-method analysis

Building information modeling (BIM) plays a pivotal role in the digital transformation of the construction industry. However, the lack of in-house expertise has created tension between the immediate benefits of outsourcing to BIM service providers (BSPs) and the strategic necessity of long-term organizational learning. The literature lacks a validated quantitative framework to analyze the "make or buy"decision and its implications for firms' long-term capabilities. Therefore, this study aims to bridge this gap by developing and empirically testing a framework that models the strategic stressing order. To achieve this goal, survey data from 190 construction companies were analyzed using partial least squares structural equation modeling (PLS-SEM) and the findings were validated using the Delphi technique with a panel of 17 industry experts in two rounds. These findings indicate a strategic dilemma. While perceived challenges (especially high costs and lack of skills) drive companies toward outsourcing, the analyses showed that outsourcing significantly undermines the organization's inclination to develop internal capabilities. Stakeholder strategies also varied; contractors were the most inclined to outsource. This study provides empirical evidence for a framework that conceptualizes BIM outsourcing as a double-edged sword. These findings suggest that companies should not view outsourcing as a permanent solution. This study contributes to the global architecture, engineering, and construction (AEC) community by presenting a predictive model that quantitatively demonstrates the "organizational learning paradox."It enhances traditional technology adoption models by clarifying the behavioral dynamics of each stakeholder.