Corporate Real Estate Management: The New Zealand Evidence
This study represents the first to be performed on corporate real estate asset management in New Zealand. A nationwide survey of all non-real estate companies listed in the New Zealand Stock Exchange, and a case study of a New Zealand corporation were undertaken. An interdisciplinary model of corporate real estate asset management is developed based on the findings of both the survey and the case study. The study results indicate that having a positive corporate perception on corporate real estate asset management, a separate corporate real estate unit, and a real estate inventory record, are primary to the success of the said function. Having a team of motivated property staff and a fair and competitive reward system are also observed to be vital.
Volume (Year): 8 (1993)
Issue (Month): 4 ()
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|Order Information:|| Postal: Diane Quarles American Real Estate Society Manager of Member Services Clemson University Box 341323 Clemson, SC 29634-1323|
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References listed on IDEAS
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- Gailen L. Hite & James E. Owers & Ronald C. Rogers, 1984. "The Separation of Real Estate Operations By Spin-Off," Real Estate Economics, American Real Estate and Urban Economics Association, vol. 12(3), pages 318-332.
- Ronald C. Rutherford & Hugh O. Nourse, 1988. "The Impact of Corporate Real Estate Unit Formation on the Parent Firm's Value," Journal of Real Estate Research, American Real Estate Society, vol. 3(3), pages 73-84.
- Jeffrey Gale & Fred Case, 1989. "A Study of Corporate Real Estate Resource Management," Journal of Real Estate Research, American Real Estate Society, vol. 4(3), pages 23-34.
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