A test of corporate real estate strategies and operating decisions in support of core business strategies

Gibler, Karen M.; Lindholm, Anna‐Liisa

doi:10.1080/09599916.2011.608470

Cited by 42 publications

(77 citation statements)

References 25 publications

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“…Lindholm & Gibler (2005) also developed a set of CRE strategies covering 7 strategies that have been classed as strategy 1 (increasing the value of assets), strategy 2 (promoting marketing and sales), strategy 3 (increasing innovation), strategy 4 (increasing employee satisfaction), strategy 5 (increasing productivity), strategy 6 (increasing flexibility), and strategy 7 (reducing costs). However, with the increased emphasis on environmental sustainability and green building approaches to corporate real estate management, Gibler & Lindholm (2012) found firms may differ in terms of reduced costs, greater financial returns, increased standing in the community, improved image, higher productivity and increased employee satisfaction. Therefore, the Lindholm et al (2006) model is updated to include an eighth potential real estate strategy: (strategy 8) supporting environmental sustainability.…”

Section: Ibcc 2016mentioning

confidence: 99%

A preliminary framework for corporate real estate sustainable management

et al. 2016

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Abstract. The global warming issue has motivated corporations to go green in their business operations including transforming from conventional real estate to green features real estate. However green CRE is more complex to manage due to a building's significant impact on environmental, social and economic aspects. Thus the need to have a best practice guide or framework as reference is crucial. Unfortunately, no best practice guidelines on CRE management have been found to be sufficient as much uncertainty still exists on the sustainable performance measurement components. This research aims to explore and then summarize the present sustainable CREM practices and components relating to sustainable performance measurement integrating a sustainable theory that balances environmental, economic and social impacts. These act as indicators to measure the outcomes of the practice in the form of a generic model on sustainability preliminary framework for CRESM. The objectives of this research include identifying corporate real estate sustainable management (CRESM) practice and components of sustainable performance measurement. The research uses content analysis method to analyse data gathered from literature and previous studies. The findings will be demonstrated in the form of a framework model on CRESM that will include14 CREM strategies and 15 components derived from analysis.

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Section: Ibcc 2016mentioning

confidence: 99%

A preliminary framework for corporate real estate sustainable management

et al. 2016

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“…Under these economic circumstances, reducing risk is often inherent to reducing costs and increasing flexibility, for this entails conservative decision-making and preparing for downturn in the future. The case studies demonstrate one important strategy does not correspond with the findings of Gibler and Lindholm (2011), which is: 'increasing employee efficiency & productivity'. They found that the three most pursued real estate strategies during economic downturn are: (1) reducing costs, (2) increasing employee efficiency & productivity and (3) enabling flexibility.…”

Section: Real Estate Responsementioning

confidence: 94%

“…The corporate driving forces are linked to nine alternative real estate strategies, deriving from the theories of Nourse andRoulac (1993), de Jonge (1996) and Gibler and Lindholm (2011). Whether or not the real estate strategies add value to the business depends on the corporation's attitude towards real estate and the position in the organization, which is illustrated by the development stages of Joroff (1993).…”

Section: Corporate Strategymentioning

confidence: 99%

“…According to Gibler and Lindholm (2011), for firms that solely retrench and cut costs, competitiveness may be hampered when recovery comes. Although economic recovery has very carefully come to light in 2012, it is too soon to draw conclusions.…”

Section: Post-crisis Analysismentioning

confidence: 99%

“…According to Tubbs (2007) competitive advantage can be gained by increasing R&D at the start of a recession or downturn when competitors may be decreasing R&D; this boosts the relative advantage of the company's products and services and hence leads to increased sales and market capitalization in the subsequent upturn (Tubbs 2007). Gibler and Lindholm (2011) argue: "Some firms retrench, cut costs and divest of assets to ensure survival at the risk of reducing capacity to such a degree that competitiveness may be hampered when recovery comes. "…”

Section: Corporate Responsementioning

confidence: 99%

See 2 more Smart Citations

Beating the crunch? How corporate real estate management responsed to the credit crunch

2014

Proceedings of the 21st Annual European Real Estate Society Conference

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Purpose: Which real estate strategy is most suitable during economic prosperity and downturn? This paper maps and analyses the relationship between the economic context, the corporate strategy and the real estate strategy of five multinational (Fortune 500) corporations over twenty years. The 2008 credit crunch is used as turning point in the strategy. Design/methodology/approach: This paper is based on both quantitative and qualitative analysis. To understand and explain the case studies a conceptual model is constructed that connects the four research elements -being the economic context, the business results, the corporate strategy and the real estate strategythrough two alignment models: (1) the impact matrix and (2) the real estate classification model. Findings:The credit crunch has directly and indirectly influenced the corporate real estate management strategy. Structural cost savings dominates the corporate objectives, primarily realized by portfolio reorganization. Corporations that use real estate for commercial purposes enable quick and efficient action, compared to those corporations whose primary purposes are production. Implications for research: The research provides a first concept of describing the relationship between the corporate success and the real estate activities of a multinational corporation. In the next stage, a model may be developed to directly relate (successful) real estate strategies to the economic conjuncture at any given time. Consecutive research needs to address more case studies within the three assessed industries.

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