The aim of this paper is to describe the creation process of the model for identifying the added value of corporate real estate management (CREM), implement the developed model in a case organisation and test whether it works in practice. Design/methodology/approach – The study is carried out using a constructive research approach, where the validity of the model built is tested through a single, but in‐depth, case study. Findings – The research presents the model for identifying the added value of CREM, the theoretical connections from the empirical research and practical implications of the developed model. Furthermore, the study presents the main step of a constructive research approach and examines the applicability of this research approach to real estate and facilities management‐related research. Practical implications – The model tested and developed in this research provides corporate real estate and facilities managers with the tools they need to identify their contribution to the wealth of the firm. The model also helps organisations to ensure the match between a company's business and real estate and facilities strategies. Originality/value – Previous research has not tested the model for identifying the value added by corporate real estate and facilities management (FM). The research approach of the paper, a constructive study, is also quite unfamiliar to and untested by real estate and FM researchers.
Lindholm, A. (2008), "A constructive study on creating core business relevant CREM strategy and performance measures", Facilities, Vol. 26 No. 7/8, pp. 343-358. https://doi.org/10.1108/02632770810877976
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