Managing global property portfolios, transactions and teams: A primer for corporate real estate executives — Part 3: Assembling and managing in-market teams

James Hagy
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James Hagy: Distinguished Lecturer in Residence at Loyola University Chicago School of Law, USA

Corporate Real Estate Journal, 2021, vol. 10, issue 3, 256-270

Abstract: Part 3 in this series of papers begins with a self-assessment exercise in which the reader is invited to recognise how his or her planned on-site or remote involvement (and level of authority) can dramatically affect the selection, organisation and management of the team working on an in-market project. There is then consideration of scheduling and team management, as well as effective collaborations with chosen multinational and in-market legal and professional advisers.

Keywords: corporate real estate (CRE); planning projects abroad operational challenges; domestic project; local customs; cultural styles; clearly expressed business objectives (search for similar items in EconPapers)
JEL-codes: R3 (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:aza:crej00:y:2021:v:10:i:3:p:256-270

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