Strategic corporate real estate management research and teaching: defining dimensions of practice

Strategic corporate real estate management (CREM) is an emerging property discipline with a concomitant evolution in its body of knowledge. There have been past attempts to define that body of knowledge, but much of the literature examines individual practices in isolation without locating them in a coherent, overarching theoretical framework suitable for strategic CREM. From a study of CRE and competitiveness, 179 defined practices were clustered into 11 clusters of similar practice types and linked within a framework that supported strategic approaches to the management of CRE. This framework and its defined practices describe a body of knowledge that became the basis of teaching CREM at the University of Melbourne. A final year undergraduate Facility Management subject has included aspects of CRE since 1999, and a standalone, postgraduate CRE subject was taught for the first time in 2006. This subject emphasises strategic and competitive practices in students’ case

[1]  Marcus T. Allen,et al.  The Wealth Effects of Corporate Real Estate Leasing , 1993 .

[2]  Stuart D. Green.  A metaphorical analysis of client organizations and the briefing process , 1996 .

[3]  Corporate Real Estate Management as a Source of Competitive Advantage , 2007 .

[4]  Ranko Bon.  Annual CREMRU‐JCI survey of corporate estate management practices in Europe and North America: 1993‐1997 , 1998 .

[5]  Barry Varcoe,et al.  Implications for facility management of the changing business climate , 2000 .

[6]  John Willinsky.  Empire of Words: The Reign of the OED , 1994 .

[7]  Ranko Bon,et al.  Annual CREMRU‐JCI survey of corporate real estate practices in Europe and North America: 1993‐2001 , 2002 .

[8]  Hugh O. Nourse.  Managerial Real Estate: Corporate Real Estate Asset Management , 1990 .

[9]  P. Rycken,et al.  Managing Corporate Real Estate , 1991 .

[10]  Strategic Decision Models: Multiple Perceptions, Unifying Structure , 1995 .

[11]  Robert A. Silverman.  Corporate real estate handbook , 1987 .

[12]  Stephen E. Roulac,et al.  Which Corporate Real Estate Management Functions Should be Outsourced , 2009 .

[13]  Rachael Luck,et al.  Longitudinal analysis of corporate real estate practice: Changes in CRE strategy policies, functions and activities , 2006 .

[14]  Stuart D. Green,et al.  Modelling client business processes as an aid to strategic briefing , 1999 .

[15]  Stephen E. Roulac,et al.  Linking Real Estate Decisions to Corporate Strategy , 2009 .

[16]  A. J. Strickland,et al.  Strategic Management: Concepts and Cases , 1984 .

[17]  Martha A. O'Mara,et al.  Strategy and Place: Managing Corporate Real Estate and Facilities for Competitive Advantage , 1999 .

[19]  R. Kaplan,et al.  Alignment: Using the Balanced Scorecard to Create Corporate Synergies , 2006 .

[20]  J. Pfeffer,et al.  Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management , 2006 .