Campus development as catalyst for innovation

Abstract

PurposeThis paper aims to model the relationship between innovation and real estate, providing campus managers with a tool that illustrates how campus development stimulates innovation and that guides them to add value to their organisations.Design/methodology/approachThe authors review previous research and build theory from the study of two cases. They shape a hypothesis by linking various theoretical concepts and by verifying it with empirical data to finally model how campus development stimulates innovation.FindingsFindings suggest that campus development facilitates five conditions required to stimulate innovation through decisions and interventions over long-term periods. These findings acknowledge that location is key to explain campus development as a catalyst for innovation. In addition, this paper identifies potential issues in decision-making processes that can inhibit the facilitating role of real estate in innovation.Practical implicationsA framework clarifying the path to stimulate innovation through real estate will allow campus managers to steer their real estate strategies in line with this specific organisational goal and to better communicate how their decisions add value to their organisations.Social implicationsFindings advocate a more effective and efficient resource allocation for campus development in and around cities.Originality/valueUntil now, studies on stimulating innovation through real estate have focussed on workplace level. A core theoretical contribution of this paper is enlarging the application scope of CREM theories to the urban level involving multiple organisations.