The globalization of the business community has intensified the competitive business environment. Corporations now face not only national but also international competition. As corporations strive to both survive and grow, they continuously seek new avenues for both top line revenue growth and expense control. Corporate Real Estate (CRE) is a significant component of corporate costs, often cited as being the second largest cost after payrolls. As a result of these competitive pressures and the desire to control real estate costs, Corporate Real Estate Management (CREM) emerged as a recognized management discipline in the 1980s and 1990s. With the relatively recent advent of CRE as a separate management discipline, a wide variety of theories and models have been advanced that seek to explain the practice of CREM leadership, strategy, and performance management (PM). The purpose of this study was to further the development of the CREM discipline by identifying contemporary challenges that CRE leaders face. The study also examined the leadership practices and strategies they use to respond to these challenges, and the methods they use to measure the overall success of their strategies and leadership practices. Recommendations they would make to other CRE leaders to help them achieve success in their organizations conclude the study. The study was conducted as a qualitative phenomenological study. Data was collected from 14 senior CRE leaders by means of semi-structured telephone interviews. Subsequent analysis of the interview data resulted in 49 themes being identified of which 24 were considered major themes. The findings of the study are intended to guide the further development of the practice of CREM.
|Commitee:||Fraizer, Lani, Miramontes, Gabriella|
|School Location:||United States -- California|
|Source:||DAI-A 78/01(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management|
|Keywords:||Corporate real estate, Leadership, Performance management, Real estate, Real estate management, Strategy|
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