The organizational mechanism of new technology implementation: an empirical study in the Chinese construction industry

Figures & data

Table 1. Results of reliability and validity tests.

Constructs	Items	λ	α	CR	AVE
TL	TL1	0.96	0.913	0.9329	0.6832
	TL2	0.98
	TL3	0.92
	TL4	0.57
	TL5	0.64
	TL6	0.75
	TL7	0.87
OU	OU1	0.75	0.890	0.8909	0.6702
	OU2	0.87
	OU3	0.82
	OU4	0.83

Note: CR = Composite reliability; AVE = Average variance extracted; TL = Transformational leadership, OU = Organizational unlearning.

Table 2. Construct correlations and descriptive statistics.

Construct	1	2	3
TL	0.8266
OU	0.349***	0.8187
BI	0.365***	0.286***	–
Max	6.92	7.00	1.88
Min	1.50	2.60	0.63
Mean	5.1794	5.8919	1.1263
SD	1.1073	0.8046	0.8871

Note: *p < 0.05; **p < 0.01; ***p < 0.001; Bold values on the diagonal represent the square root of AVE; TL = Transformational leadership; OU = Organizational unlearning; BI = BIM implementation extent.

Table 3. Results for hypotheses.

	Model 1	Model 2	Model 3	Model 4
	OU	BL
Control Variable
Organization role	0.05	0.036	0.083	0.045
Organization size	0.095	0.017	0.06	0.034
Organization age	0.008	0.051	0.097	0.5
Independent variable
TL	0.345***	0.352***		0.289**
Mediator
OU			0.277**	0.181*
R^2	0.128***	0.137***	0.095**	0.165*
F	4.368**	4.704***	3.110*	4.665***

Note: *p < 0.05; **p < 0.01; ***p < 0.001; TL = Transformational leadership; OU = Organizational unlearning; BL= BIM implementation level.

Data availability statement

Data during the study is available from the corresponding author by request.