Corporate Property Strategy is Integral to Corporate Business Strategy

Stephen E. Roulac ()
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Stephen E. Roulac: The Roulac Group, Inc. San Rafael, CA

Journal of Real Estate Research, 2001, vol. 22, issue 1/2, pages 129-152

Abstract: Corporate property in the past has been concerned to much with the facility and insufficiently concerned with the relationship of that facility to the larger real estate markets and to corporate business strategy. Researchers concerning corporate strategic management have too seldom been sensitive to—let alone aware of—the significance of the properties in which corporations operate as a means to connect those corporations to their markets for resources and customers. As a consequence, the corporate real estate function generally and the research concerning the corporate real estate function have tended to be marginalized and disconnected from the concerns and priorities of corporations senior management and board of directors. Through several information-concentrated exhibits, the powerful intersecting relationship of corporate real estate strategy, place and space contributions, and sources of competitive advantage are summarized, to demonstrate the positive implications of the strategic management of corporate real estate.

JEL-codes: L85 (search for similar items in EconPapers)
Date: 2001
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