Workplace innovation is a much‐described subject. Workplace innovation is usually introduced to increase flexibility. Workplace knowledge is, most of the time, institutionalised…
Abstract
Workplace innovation is a much‐described subject. Workplace innovation is usually introduced to increase flexibility. Workplace knowledge is, most of the time, institutionalised in formal tools. These tools compete with creativity of employers, employees and professionals. This paper describes the quest for frameworks helping professional advisers to grow in knowledge and understanding of workplace innovations. The experience of the Dutch Government Buildings Agency is used to illustrate the search. A research agenda is given.
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Chris Wilson, Joan Leckman, Kahlil Cappucino and Wim Pullen
This paper explores the findings emerging from the inaugural conference of a new network called the World Wide Workplace Web, an international forum for future real property…
Abstract
This paper explores the findings emerging from the inaugural conference of a new network called the World Wide Workplace Web, an international forum for future real property leaders mainly within public sector real estate organisations. It focuses on the challenges of defining and demonstrating value added in the field of public sector corporate real estate. What is perceived as value added within the public sector CREOs? Is the meaning of added value evolving in the eyes of the customer? How are public sector CREOs partnering with customers to establish value, demonstrate their performance against customer expectations and continuously improve the way business is conducted in light of the feedback received? The paper is applicable to both public and private sectors, but refers frequently to a public sector context.
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Wim Pullen and Stephen Bradley
Based on a presentation entitled “Modernising government workplaces”, looks at how modernisation can help in increasing productivity in the workplace. Examines public buildings as…
Abstract
Based on a presentation entitled “Modernising government workplaces”, looks at how modernisation can help in increasing productivity in the workplace. Examines public buildings as economic and social assets and factors of productivity while taking into account the work of the Commission for Architecture and the Built Environment (CABE). Concludes that CABE should set up an independent research body that produces evidence‐based knowledge, applied in educational programmes at universities, commercial training bodies and professional institutes, and which provides evidence‐based knowledge, not just experience‐based learning.
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Pity van der Schaaf and Lydia de Puy
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…
Abstract
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.
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Herman Vande Putte and Tuuli Jylhä
Since corporate real estate management (CREM) emerged in the 1990s, it has been modelled in many ways. The Delft model views the corporate real estate management function as a…
Abstract
Purpose
Since corporate real estate management (CREM) emerged in the 1990s, it has been modelled in many ways. The Delft model views the corporate real estate management function as a coordinator of four distinct accommodation perspectives. Although the model has been used in education and practice for years, there is no consensus on its interpretation and application, and various versions circulate. This paper aims to first reconstruct the history of the conceptualisation of the Delft CREM model and then seeks to develop an understanding of its nature that provides clearer interpretations of the model.
Design/methodology/approach
Because the developers of the Delft CREM model did not maintain archives, the reconstruction of the model’s genesis is based on the developers’ publications from 1985 to 2015 and eight semi-structured interviews conducted with these developers in 2017 and 2018. The collected information, which was by its very nature incomplete and imperfect, was triangulated, contextualised and assembled chronologically. This served as the basis for an analysis of the model’s nature, which in turn generated a list of practical implications for its future application.
Findings
The historical reconstruction revealed two parallel but distinct lines of reasoning, whose resulting models appear similar but are distinct. One line of reasoning models CRE viewpoints, while the other models CRE management activities, i.e. the first line of reasoning models CREM across the organisation, while the second models CREM within the function. These two lines of thought have converged in the research-through-design approach of the developers, which evolved against the backdrop of a growing interest in the contribution of organisational resources to organisational objectives and the emergence of the demand-supply model in management practices in general and in the built environment in particular.
Research limitations/implications
The research is limited to reconstructing the genesis and analysing the nature of the Delft CREM model. It is not intended to provide a conclusive narrative, update the model or compare it to other CREM models. As is typical in oral history, it is based on imperfect documentary evidence and imperfect recollections. The reconstruction and analysis are stepping stones towards a more precise interpretation and application of the model in both research and practice, and may eventually contribute to its evolution. When using the model, it is recommended to (1) be clear about whether the model applies to the CREM department, the entire organisation or the organisation’s environment; (2) be clear about what is being modelled (activities, viewpoints or something else); and (3) use labels that reflect the selections made in (1) and (2).
Originality/value
The value of this paper lies in the historical reconstruction of the intentions of the developers of the four-view scheme, including the detailed analysis of its consecutive graphical representations and the investigation of its relationship with the seminal strategic alignment model.