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Corporate Real Estate and Competitive Strategy

Author

Listed:
  • Singer, Bas P.

    (Vrije Universiteit Amsterdam, Faculteit der Economische Wetenschappen en Econometrie (Free University Amsterdam, Faculty of Economics Sciences, Business Administration and Economitrics)

  • Bossink, Bart A.G.
  • Van de Putte, J.M.

Abstract

Purpose. The purpose of his paper is to investigate how organisations use a corporate real estate strategy to support their competitive strategy. It provides a theoretical and empirical overview and analysis of effective combinations of firms' real estate- and competitive strategies. Design/methodology/approach. The paper constructs a model that integrates three real estate strategies and three types of competitive strategies. Case studies in ten multinational firms in the Netherlands apply the model, and describe and analyse the combinations of the firms' real estate- and competitive strategies. Findings. A standardisation real estate strategy supports all three competitive strategies: lowest costs, differentiation, and focus. A value-based real estate strategy supports a competitive strategy of differentiation and differentiation-focus, and does not contribute to a competitive strategy of lowest costs, or lowest costs-focus. Finally, an incremental real estate strategy is ambiguous, and does not support any of the three competitive strategies. Originality/value – The paper constructs a literature-based model that combines real estate strategy and competitive strategy. It applies the model in a study of ten cases. Practitioners can use the model to analyse and reconsider the combination of their organisation's real estate strategy and competitive strategy. Academics can use the qualitative research results to design further research that qualifies and quantifies the relationship between various elements of real estate- and competitive strategy.

Suggested Citation

  • Singer, Bas P. & Bossink, Bart A.G. & Van de Putte, J.M., 2007. "Corporate Real Estate and Competitive Strategy," Serie Research Memoranda 0005, VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics.
    • Handle: RePEc:vua:wpaper:2007-5
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    File URL: http://degree.ubvu.vu.nl/repec/vua/wpaper/pdf/20070005.pdf
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    References listed on IDEAS

    as
    1. Hugh O. Nourse & Stephen E. Roulac & Stellan Lundstrom, 1993. "Linking Real Estate Decisions to Corporate Strategy," Journal of Real Estate Research, American Real Estate Society, vol. 8(4), pages 475-494.
    2. Stephen E. Roulac, 2001. "Corporate Property Strategy is Integral to Corporate Business Strategy," Journal of Real Estate Research, American Real Estate Society, vol. 22(1/2), pages 129-152.
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    Cited by:

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    2. Nathalie Gaussier & Claude Lacour, 2017. "An ecosystem in the air? The instance of start-ups and the arrival of the LGV SEA in Bordeaux," Cahiers du GREThA (2007-2019) 2017-19, Groupe de Recherche en Economie Théorique et Appliquée (GREThA).
    3. Christopher Heywood, 2011. "Approaches to Aligning Corporate Real Estate and Organisational StrategyORGANISATIONAL STRATEGY," ERES eres2011_194, European Real Estate Society (ERES).
    4. Sahraei-Ardakani, Mostafa & Blumsack, Seth & Kleit, Andrew, 2012. "Distributional impacts of state-level energy efficiency policies in regional electricity markets," Energy Policy, Elsevier, vol. 49(C), pages 365-372.
    5. Jan Veuger, 2015. "Housing association objectives need to be under the same roof: report," ERES eres2015_33, European Real Estate Society (ERES).

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    More about this item

    Keywords

    Corporate real estate; Real estate strategy; Corporate strategy; Competitive strategy;
    All these keywords.

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