Property Management Services Research Articles

Duke Realty Corp.

AbstractProperty, Real Estate & Development (MIC: 8.3 SIC: 6798 NAIC:525930)Duke Realty is a self‐administered and self‐managed real estate investment trust company that focuses on major cities in the Midwest and the Southeast. As of Dec 31 2003, Co.'s 899 rental properties encompass over 109.0 million rentable square feet and are leased by approximately 4,100 tenants whose businesses include manufacturing, retailing, wholesale trade, distribution and professional services. Co. also owns or controls nearly 3,800 acres of unencumbered land ready for development. Through its service operations, Co. also provides, on a fee basis, leasing, property and asset management, development, construction, build‐to‐suit, and other tenant‐related services.

Duke Realty Corp.

Mergent's Dividend AchieversVolume 2, Issue 2 p. 84-84 U.S. Company Report Duke Realty Corp.† First published: 22 April 2005 https://doi.org/10.1002/div.2255 † Contact: : Thomas L. Hefner — Chmn., C.E.O. Address: : 600 East 96th Street, Suite 100, Indianapolis, IN 46240 Web Site: : www.dukerealty.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Abstract Property, Real Estate & Development (MIC: 8.3 SIC: 798 NAIC: 25930) Duke Realty is a self-administered and self-managed real estate investment trust company that focuses on major cities in the Midwest and the Southeast. As of Dec. 31, 2003, Co.'s 899 rental properties encompass over 109.0 million rentable square feet and are leased by approximately 4,100 tenants whose businesses include manufacturing, retailing, wholesale trade, distribution and professional services. Co. also owns or controls nearly 3,800 acres of unencumbered land ready for development. Through its service operations, Co. also provides, on a fee basis, leasing, property and asset management, development, construction, build-to-suit, and other tenant-related services. Volume2, Issue2Spring 2005Pages 84-84 RelatedInformation

Privatising management services in subsidised housing in Hong Kong

Privatisation of services from the public sector is topical currently mainly because of the potential savings and efficiency to be gained. In the aspect of property management, the Hong Kong Housing Authority owns more than 600,000 units of public housing flats and the requirement for good and efficient property management services is enormous. The current policy of privatising these services to the private management agents has proved to be a correct direction in terms of retaining the growth of the public sector, and also improving the level of services to the tenants. While the privatisation scheme might bring in more opportunities for growth of the property management companies in the private sector, it is more important for the government to forge a proper transitional arrangement to switch to full private management in order not to endanger the already low morale in the public sector.

Agency Costs in Apartment Property Management Contracts

Because fees for property management services are based on gross rental collections rather than on net operating incomes, property managers may not always act in the best interest of property owners. This study is an examination of the agency costs that result from the conflict of interests between owners and managers. A nationwide proprietary sample of 242 apartment properties is analyzed to compare agency costs of four distinct types of ownership structures. Agency costs, measured as operating expenses per square foot, are found to be significantly higher for institutional owners than for noninstitutional owners, but not significantly higher in cases where no competition for property management services exists. We conclude that agency costs of property management contracts are significant and the fee provisions of standard property management contracts should be changed to better align the interests of managers and owners.

The Airport Operator in the Jet Age

The author reflects on the functions and responsibilities of the airport operator in the Jet Age through four categories: property development, property management, aeronautical specialist, and public service.