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This paper aims to report an analysis of the graphical representations of 14 corporate real estate (CRE) models. It does this to establish the systematic, metatheoretical requirements for modelling CRE alignment which to date have been disguised in a multitude of models.

This meta study of CRE alignment models used a qualitative hermeneutic method to inductively develop understanding of the models’ constituent parts. Several iterations of graphical and textual analysis were required to do this. Further deductive analysis sought to understand the individual models relative to this new understanding.

The analysis showed that a total of 12 components have been used to model CRE alignment. These are divided into four Building Blocks: understanding corporate strategy; understanding real estate performance; making real estate strategy; and implementing real estate strategy. While every model’s representation contained the four Building Blocks, few models contained all 12 components, though all contained at least seven. Completeness of representation in this study should not be inferred as equating to effectiveness as an alignment process. Various feedback mechanisms were also evident between the components.

The analysis provides the most complete map of the modelling requirements for CRE alignment. It differs from previous theoretical work on alignment by synthesising a metatheory of alignment representation. By providing a more coherent theory by which to model CRE alignment the metatheory provides a consistent basis on which to investigate and theorise aspects of CRE alignment.

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.

This paper aims to review major changes on real estate markets in Europe and to analyse the impacts of such changes.

The paper provides an overview of the various equity real estate investment vehicles available to investors, with particular focus on the pros and cons of each type of vehicle. The paper also includes an analysis of the impacts of product innovation on real estate markets and on portfolio strategy.

The changes on real estate markets have led to considerable amounts of capital being allocated to the asset class. Portfolio strategies should be substantially more flexible.

As many of the new products have been created in bullish real estate markets, it is important to assess the impacts of a market downturn on portfolio performance.

A good understanding of available products with their pros and cons is necessary for a sound investment strategy.

The paper is one of the very few papers that discuss the major institutional changes that have occurred on European real estate markets.

Research impact has taken on increased importance at both a micro- and macro-level and is a key factor today in shaping the careers of real estate researchers. This has seen a range of research impact metrics become global benchmarks when assessing research impact at the individual academic level and journal level. Whilst recognising the limitations of research impact metrics, this paper uses these research impact metrics to identify the leading research impact researchers in real estate, as well as the leading real estate journals in the real estate impact space. The nexus between research quality and research impact is also articulated. As well as focusing on research quality, strategies are identified for the effective incorporation of research impact into a real estate researcher's agenda to assist their research careers; particularly for Early Career Researchers in real estate.

The research impact profile of over 150 real estate researchers and 22 real estate journals was assessed using Google Scholar and Publish or Perish. Using the research impact metrics of the h-index, total citations and i10, the leading high impact real estate researchers as well as the high impact real estate journals are identified.

Based in these research impact metrics, the leading real estate researchers in impactful real estate research are identified. Whilst being US focused, there is clear evidence of increasing roles by ERES, AsRES and PRRES players. The leading real estate journals in the impact space are identified, including both real estate-specific journals and the broader planning/urban policy journals, as well as being beyond just the standard US real estate journals. Researcher career strategies are also identified to see both research quality and research impact included as balanced elements in a real estate researcher's career strategy.

With research impact playing an increased role in all real estate researchers' careers, the insights from this paper provide strong empirical evidence for effective strategies to expand the focus on the impact of their real estate research agendas. This sees a balanced strategy around both research quality and research impact as the most effective strategy for real estate researchers to achieve their research career goals.

Research impact has taken on increased importance globally and is an important factor in shaping real estate researchers' careers. Using research impact metrics, this is the first paper to rigorously and empirically identify the leading research impact players and journals in real estate, as well as identifying strategies for the more effective inclusion of impact in real estate researchers' agendas.

Planning for future real estate and facility needs in a highly uncertain competitive environment can benefit from a four‐stage process of demand forecasting. Based upon research conducted within the Corporate Real Estate Portfolio Alliance and a review of general business forecasting techniques, each successive stage relies on more abstract data and increased dialogue about business strategy with the lines of business as uncertainty about the future increases. Each stage requires increasing flexibility in the supply of real estate as the range of probabilities around the forecast widens.

The purpose of this paper is to identify different strategic pathways for structuring the real estate management organization. Different strategic pathways regarding commercial real estate organizations, and the alignment of their business models with the environment are studied and outlined.

This research is based on an analysis of 15 interviews with top‐level managers in the Swedish commercial real estate sector.

When making strategic plans for a company, the commercial real estate industry has two strategic pathways to consider regarding real estate management. The first is to choose whether to have its own frontline personnel or to outsource this function. The second is to decide how the leasing task should be treated: Should it be treated as a real estate manager's task or should it be a function of its own in the organization? The conclusion of the study is that the organizations studied can be structured using both pathways, and the firm can still be successful. Furthermore, the argument by the top‐level managers are the same regardless of how their organization is structured. They all base their strategic plans on the view that their structure of the organization is the best way to take care of the customer. In other words, they have the same arguments but haves chosen different strategic pathways to achieve strategic fit.

The research in this paper is limited to the Swedish commercial real estate industry.

This paper outlines the strategic pathways for real estate management from a top‐level management view.

This study aims to explore modern learning (ML) scenarios in Dutch higher education towards 2030 and corresponding consequences for facility management (FM) and corporate real estate strategies (CRES) of universities of applied sciences (UAS).

The designing an accommodation strategy model is used to retrieve the match between demand and supply in real estate of Dutch UAS for both present and future. Application of this model resulted in a scenario-planning session with six education experts to determine future demand in education towards 2030. Subsequently, corporate real estate (CRE) managers of nine Dutch UAS were interviewed concerning this subject (one per UAS).

The results show that CRES of Dutch UAS is only partly aligned to consequences of ML scenarios towards 2030. Most UAS have real estate portfolios that are only partially flexible, so changes in qualitative and quantitative demand due to ML scenarios are not easy to adapt to. The consequences for FM and real estate of the ML scenarios “institute learning” and “mass customization” seem manageable for Dutch UAS, whereas the other ML scenarios, namely, “navigator” and “natural learning”, would create major portfolio problems.

There is an ongoing interest in developments in higher education combined with FM and CRES and its alignment with the corporate vision. Previous studies into modern ways of learning mainly focused on the past and present. However, this study is explorative and explores possible future ML scenarios. These scenarios can contribute to awareness amongst UAS in The Netherlands and abroad regarding their long-term vision. Moreover, these scenarios will help Dutch UAS facility and CRE managers to develop a more future-proof strategic real estate strategy aligned with the corporate vision.

The purpose of this paper is to examine the impact of globalisation on corporate real estate strategies. Specifically, it seeks to identify corporate real estate capabilities that are important in a hypercompetitive business climate.

This paper utilises a qualitative approach to analyse secondary data in order to identify the corporate real estate capabilities for a hypercompetitive business environment.

Globalisation today is an undeniable phenomenon that is fundamentally changing the way business is conducted. In the light of global hypercompetition, corporate real estate needs to develop new capabilities to support global business strategies. These include flexibility, network organization and managerial learning capabilities.

This is a conceptual paper and future empirical research needs to be conducted to verify the propositions made in this paper.

Given the new level of uncertainty in the business climate, that is, hypercompetition, businesses need to develop dynamic capabilities that are harder for competitors to imitate in order to maintain what is considered a “momentary” competitive advantage. The findings of this paper are useful to guide corporate real estate managers in this regard.

This paper is original in two ways. First, it applies the strategic management concept of capabilities to corporate real estate. Second, it links the key challenge that businesses face today, i.e. globalisation, to the concept of capabilities as a means to maintain competitive advantage.

CRE value is created by efficiently aligning business and real estate strategies. The primary responsibility in today’s environment for corporate real estate executives is to understand the business that they are in, and to leverage that knowledge to make real estate strategies and decisions that support and enhance the profitability of the company. The first step in this process is gaining business knowledge through aligning real estate and business strategies and goals. This paper looks at one way of establishing an organisation that efficiently captures and utilises business information to develop value‐added real estate strategies.

Many corporate and public real estate managers are challenged to prove their added value to both the organisation and the individual business units or departments. Value can be added by product and by process. This paper elaborates on ways to improve the corporate real estate portfolio management process in order to align the real estate portfolio to the different needs of the organisation and thus add value to the organisation by delivering a better product. To manage the real estate portfolio as a group instead of individual properties, the long‐term portfolio strategy should be translated into short‐term guidelines and clear performance measures in order to analyse alternatives and the performance of the individual properties. These measures should be related to what the stakeholders consider to be the added value of corporate real estate. The examples in this paper will show how a corporate real estate manager can create a clear framework for making real estate decisions on a day‐to‐day basis.