Lifting the lid on the black box of corporate real estate decision-making; dealing with surplus property. Issue 1 (6th February 2021)

• Record Type: Journal Article
• Authors: Cooke, Howard; Appel-Meulenbroek, Rianne; Arentz, Theo
• Is Part Of: Journal of European real estate research. Volume 14:Issue 1(2021)
• Page Start: 100
• Page End: 119
• Publication Date: 2021-02-06
• Subjects: Decision-making -- Alignment -- Corporate real estate -- Decision networks -- Mental representations; Real property -- Economic aspects -- Europe -- Periodicals; Commercial real estate -- Europe -- Periodicals; Housing -- Finance -- Periodicals; Housing -- Europe -- Periodicals; 333.5068
• DOI: 10.1108/JERER-05-2020-0029
• Languages: English
• ISSNs: 1753-9269

Abstract

Abstract : Purpose: The purpose of this paper is to identify the variables that influence corporate real estate (CRE) decision-making and gauge their relative importance to each other, thereby understanding the consequent challenges/implications for CRE managers (CREM's). Design/methodology/approach: Interviews were undertaken with experienced CREM's using the causal network elicitation technique to create decision networks for the variables they considered for the specifically defined scenario: dealing with surplus property from a change of business strategy. These networks illustrate the complexity of the mental representations required for the realignment of the CRE portfolio. The key variables are more extensive than alignment theory suggests, namely, financial stakeholders. Additional variables identified include risk, lease accounting, costs, financial analysis, business metrics and motivational drivers. The latter indicates the importance of self-esteem and peer recognition for CREM's and financial benefits for the C-suite. Accordingly strategy alignment needs to incorporate CRE both in terms of strategy creation and implementation. Findings: These networks illustrate the complexity of the mental representations required for the realignment of the CRE portfolio. The key variables are more extensive than alignment theory suggests, namely, financial stakeholders. Additional variables identified include risk, lease accounting, costs, financial analysis, business metrics and motivational drivers. The latter indicates the importance of self-esteem and peer recognition for CREM's and financial benefits for the C-suite. Accordingly, strategy alignment needs to incorporate CRE both in terms of strategy creation and implementation. Originality/value: This research appears to be the first that looks in detail at the mental representations used by decision-makers while making CRE decisions.