Abstract
This paper deepens the understanding of Corporate Real Estate (CRE) alignment through a meta-study of twenty existing alignment models. A qualitative hermeneutic method interpreted the models and their articles. This holistic analysis found alignment to be more complex and pluralistic than the individual models assumed. Four dimensions operating simultaneously were evident – a multi-valent relationship, multiple alignment forms, multiple cognitive objects to align and alignment in multiple directions. Alignment theorisation had positive and negative aspects. Positive is that good science was evident and had improved over time. Negative is that model theorisation had occurred mostly in isolation and was constrained by simplifications required to make modelling tractable. The research makes a meta-theoretical contribution through a more complete theorisation of CRE alignment as a phenomenon. This addresses a disordered sense to prior theory thereby representing a major conceptual improvement. A new alignment model is not proposed; rather through developed understanding a basis is provided to examine alignment in both theorisation and practice.
Highlights
A long-standing issue for corporate real estate management (CREM) is the relationship between corporate real estate (CRE) and organisational strategies to deliver organisational value
This paper examines the alignment models to better understand what they say about CRE alignment as a phenomenon and its theorisation
This paper uses a meta-study of the CRE alignment literature to not just ‘review’ the literature to establish an empirical study’s theoretical basis but uses the literature itself as data for analysis
Summary
A long-standing issue for corporate real estate management (CREM) is the relationship between corporate real estate (CRE) and organisational strategies to deliver organisational value. Veale (1989) is an early example and Nourse and Roulac (1993) is an important one shortly afterwards. A decade later Osgood Jr (2004) mapped it and another decade on Beckers et al (2015) examined it in higher education CRE. CRE executives are increasingly involved with aligning CRE and business strategies as a key part of their work (Osgood Jr 2009). Surveys persistently show that large percentages of practitioners can say whether their CRE is aligned or not, for example, Bon and Luck (1998, 1999) and McDonagh and Nichols (2009).
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