Challenges of strategic corporate real estate management in Ghana

Abstract

Purpose

Research shows that strategic corporate real estate management (SCREM) practice contributes to organizational performance. However, globally, SCREM practice is hindered by numerous challenges especially in developing countries such as Ghana. This study examines the challenges of SCREM practice in Ghana from business and corporate real estate managers’ perspectives.

Design/methodology/approach

A mixed-method design was adopted for the study. The largely quantitative study was supported with qualitative data. The multi-stage sampling technique was used to select respondents from 35 institutions in five sectors. The relative importance index, consensus/agreement framework and Mann–Whitney U test were used for analysis.

Findings

Analysis revealed that there is latent resistance to the provision of CRE policy, adequate authority and resources as well as resistance to change in organizational culture for the adoption of SCREM practice. The CRE management function is thus not well integrated into corporate activities. It is seen as a non-core organizational function merely providing physical space and support services.

Practical implications

The research has identified the challenges of SCREM and how these could be addressed to ensure that CRE is managed strategically to contribute effectively to organizational performance.

Originality/value

The paper is the first to identify the challenges of SCREM practice from business and CRE managers’ perspective in five sectors in Ghana, thus contributing to the limited literature on the subject globally.

Citation

Boakye-Agyeman, N.A., Bugri, J.T. and Gyamfi-Yeboah, F. (2022), "Challenges of strategic corporate real estate management in Ghana", Property Management, Vol. 40 No. 2, pp. 265-284. https://doi.org/10.1108/PM-10-2020-0065