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Corporate Property Strategy is Integral to Corporate Business Strategy

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  • Stephen E. Roulac

    (The Roulac Group, Inc. San Rafael, CA)

Abstract

Corporate property in the past has been concerned to much with the facility and insufficiently concerned with the relationship of that facility to the larger real estate markets and to corporate business strategy. Researchers concerning corporate strategic management have too seldom been sensitive to—let alone aware of—the significance of the properties in which corporations operate as a means to connect those corporations to their markets for resources and customers. As a consequence, the corporate real estate function generally and the research concerning the corporate real estate function have tended to be marginalized and disconnected from the concerns and priorities of corporations senior management and board of directors. Through several information-concentrated exhibits, the powerful intersecting relationship of corporate real estate strategy, place and space contributions, and sources of competitive advantage are summarized, to demonstrate the positive implications of the strategic management of corporate real estate.

Suggested Citation

  • Stephen E. Roulac, 2001. "Corporate Property Strategy is Integral to Corporate Business Strategy," Journal of Real Estate Research, American Real Estate Society, vol. 22(1/2), pages 129-152.
    • Handle: RePEc:jre:issued:v:22:n:1/2:2001:p:129-152
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    References listed on IDEAS

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    Cited by:

    1. Zifeng Feng & William G. Hardin & Zhonghua Wu, 2022. "Employee productivity and REIT performance," Real Estate Economics, American Real Estate and Urban Economics Association, vol. 50(1), pages 59-88, March.
    2. Shaleen Singhal & Jim Berry & Stanley McGreal, 2009. "A Framework for Assessing Regeneration, Business Strategies and Urban Competitiveness," Local Economy, London South Bank University, vol. 24(2), pages 111-124, March.
    3. Pfirsching, Frank, 2008. "Portfoliomanagement für selbstgenutzte Immobilien – die vernachlässigte Controllingfunktion," ZögU - Zeitschrift für öffentliche und gemeinwirtschaftliche Unternehmen, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 31(2), pages 193-203.
    4. Christopher Heywood, 2011. "Approaches to Aligning Corporate Real Estate and Organisational StrategyORGANISATIONAL STRATEGY," ERES eres2011_194, European Real Estate Society (ERES).
    5. Meyer, Kevin, 2016. "Immobilienbeschaffung durch lebenszyklusübergreifende Wertschöpfungspartnerschaften: Empirische Analyse der Chancen und Risiken betrieblicher Immobiliennutzer," Publications of Darmstadt Technical University, Institute for Business Studies (BWL) 81267, Darmstadt Technical University, Department of Business Administration, Economics and Law, Institute for Business Studies (BWL).
    6. Danielle C. Sanderson & Victoria M. Edwards, 2014. "What Tenants Want: UK occupiers' requirements when renting commercial property and strategic implications for landlords," Real Estate & Planning Working Papers rep-wp2014-03, Henley Business School, University of Reading.
    7. Singer, Bas P. & Bossink, Bart A.G. & Van de Putte, J.M., 2007. "Corporate Real Estate and Competitive Strategy," Serie Research Memoranda 0005, VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics.
    8. Eugenia Cacciatori, 2004. "Organisational Memory and Innovation Across Projects: Integrated Service Provision in Engineering Design Firms," SPRU Working Paper Series 117, SPRU - Science Policy Research Unit, University of Sussex Business School.
    9. Barry P. Haynes, 2012. "Adding value through corporate real estate asset management alignment," ERES eres2012_056, European Real Estate Society (ERES).
    10. Farahiyah Fadzil & Hishamuddin Mohd Ali & Ahmad Ariffian Bujang, 2011. "Corporate Real Estate Function: A Review," ERES eres2011_207, European Real Estate Society (ERES).

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    JEL classification:

    • L85 - Industrial Organization - - Industry Studies: Services - - - Real Estate Services

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