Abstract/Summary

Purpose: This concept paper examines a recent comprehensive Corporate Real Estate (CRE) alignment model which was derived from previous CRE alignment models. It proposes several modifications and additions based on business and decision-making literature to increase the framework’s multidisciplinary strength and extend its implementation phase. Design/Methodology/Approach: Literature from various fields is reviewed and ‘lessons’ incorporated into the framework. The business literature review began with corporate strategy theories cited in CRE alignment theory and extended to critiques of those and into more recent theories. Likewise decision-making and implementation both began with material citied in CRE literature and ‘rippled’ out to encompass pertinent material. Findings: The model used provides a robust framework and the study has identified several areas that would appear to improve that model from a theoretical and practical perspective. Areas of further research are identified that appear to offer opportunities to further develop the framework. Originality/Value: Historically there has been a tendency for new CRE alignment models to be created rather than existing ones developed further. Here a framework derived from a meta-study of CRE alignment models is reviewed and improvements are proposed to further develop CRE alignment theory and its application in practice through addition of viewpoints from the business field and more focus on the implementation phase of the model.