Abstract
Purpose – The paper aims to establish empirical connections between corporate real estate management (CREM) practices and organisations' sources of sustainable competitive advantage (SSCA). The alignment of CREM practices with modes of achieving competitiveness provides greater competitive advantage from CREM.Design/methodology/approach – The model for sustainable competitive advantage for corporate real estate (CRE) theorising the connections between CREM practices and SSCAs was implemented in a survey of Australian CRE managers. Practices' competitive benefits are reported at the aggregated level of practice categories and illustrated with a selected category of individual practices.Findings – The model was supported by the study's results by providing connections suggested in the model but not previously corroborated in the literature. The cost source of sustainable competitive advantage was a dominant empirical competitive mode for CREM, as it was in the model. Categories of technical CREM practices p...
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