The alignment of corporate real estate performance to enterprise needs Part Two: The business management view compared with CRE practice

Abstract

Corporate real estate (CRE), embracing facilities management, provides organisations with their physical working environments. A literature review of current CRE performance practice and corresponding business management suggests that the practices used in measuring and managing CRE performance tend to be narrowly focused and insular. Aligned to this is a commonplace organisational perspective that at best tends to consider CRE as a tactical component of the overall business enterprise model. This has resulted in the identification of relationships between key performance variables, both within CRE and between CRE and business, based on assumption and received wisdom rather than explicit proof. This paper is the second of two. It documents a literature review of the business management view of CRE, compares this with the findings of a CRE performance practice review (see previous paper) and considers the resulting conclusions and implications of this research.