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Journal articles on the topic 'Real estate business – Fiction'

Author: Grafiati

Published: 4 June 2021

Last updated: 15 February 2022

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1

NAKAJO, Yasuhiko. "Real Estate and Real Estate Business Observed Through the Conversion Method." Japanese Journal of Real Estate Sciences 17, no. 3 (2004): 78–85. http://dx.doi.org/10.5736/jares1985.17.3_78.

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2

Firstenberg, Paul M., Stephen A. Ross, and Randall C. Zisler. "Real estate." Journal of Portfolio Management 14, no. 3 (April 30, 1988): 22–34. http://dx.doi.org/10.3905/jpm.1988.409154.

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3

Andrieieva, Vita, and Ganna Bondarenko. "REAL ESTATE BUSINESS MANAGEMENT IN UKRAINE." "Scientific notes of the University"KROK", no. 1(61) (2021): 102–6. http://dx.doi.org/10.31732/2663-2209-2021-61-102-106.

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4

Nwogugu, Michael. "Decisions in commercial real estate leasing in the real estate sector." Corporate Ownership and Control 5, no. 3 (2008): 405–11. http://dx.doi.org/10.22495/cocv5i3c3p8.

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This article develops analytical models for key decisions in commercial real estate leasing (the concepts and models developed in the article can also be applied to equipment leasing and other types of leasing).

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5

Cole, Henry. "Marketing Real Estate Services." Services Marketing Quarterly 25, no. 2 (December 22, 2003): 43–53. http://dx.doi.org/10.1300/j396v25n02_04.

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6

Hudson-Wilson, Susan. "Why Real Estate?" Journal of Portfolio Management 28, no. 1 (October 31, 2001): 20–32. http://dx.doi.org/10.3905/jpm.2001.319820.

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7

Hudson-Wilson, Susan, Frank J. Fabozzi, and Jacques N. Gordon. "Why Real Estate?" Journal of Portfolio Management 29, no. 5 (January 31, 2003): 12–25. http://dx.doi.org/10.3905/jpm.2003.319902.

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8

Hudson-Wilson, Susan, Jacques N. Gordon, Frank J. Fabozzi, Mark J. P. Anson, and S. Michael Giliberto. "Why Real Estate?" Journal of Portfolio Management 31, no. 5 (September 30, 2005): 12–21. http://dx.doi.org/10.3905/jpm.2005.593883.

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9

Ruff, Jon. "Commercial Real Estate." Journal of Portfolio Management 33, no. 5 (September 30, 2007): 27–36. http://dx.doi.org/10.3905/jpm.2007.698903.

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10

Salzman, Diego, and Remco C. J. Zwinkels. "Behavioral Real Estate." Journal of Real Estate Literature 25, no. 1 (January 1, 2017): 77–106. http://dx.doi.org/10.1080/10835547.2017.12090455.

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11

Thrall, Grant, and Brandon Smith. "International Real Estate and Business Geographic Data." Journal of Real Estate Literature 12, no. 3 (January 1, 2004): 375–94. http://dx.doi.org/10.1080/10835547.2004.12090148.

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12

Marić, Marija. "Real Estate Fiction. An Outline for a New Literary Genre." Thresholds 46 (May 2018): 320–27. http://dx.doi.org/10.1162/thld_a_00044.

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13

DeLisle, James, Terry Grissom, and Lovisa Högberg. "Sustainable real estate." Journal of Property Investment & Finance 31, no. 1 (February 2013): 10–40. http://dx.doi.org/10.1108/14635781311292953.

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14

Olaleye, Abel, and Benjamin Ekemode. "Integration between real estate equity and non-real estate equity." Journal of Property Investment & Finance 32, no. 3 (April 1, 2014): 244–55. http://dx.doi.org/10.1108/jpif-10-2013-0063.

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Purpose – The paper examined the long-run relationship between real estate equity (property listed stock) and non-real estate equity (common stock) in the Nigerian capital market and established the integration between the investments. The paper aims to discuss these issues. Design/methodology/approach – The data collected comprised quarterly returns on property listed stock and All Share Index for the period of January 1999-December 2011. The calculated quarterly returns of the investments were subjected to the Philip-Person unit root test after which the integration between the investments was analysed using the Johansson integration test. Findings – The results showed that real estate equity performed better the non-real estate equity but with corresponding higher risk level. Also, real estate equity had a slightly lower performance when compared with non-real estate equity on return/risk ratio basis. The findings showed that property listed stock (real estate equity) was integrated with common stock or non-real estate equity and suggest that the Nigerian listed property stock, by nature, was similar to REITs. This result negates the belief that property listed stock's returns are integrated with direct real estate market and are often influenced by the returns of the underlying direct real estate assets. Practical implications – The paper implied that while investors could consider investing in real estate equity and earn better return than investing in common equity in the Nigerian capital market, the inclusion of both in a domestic portfolio could be expected to bring little or no diversification benefit. Originality/value – The paper is one of the few attempts at assessing the long-run relationship between property listed stock as a form of real estate equity and non-real estate equity and especially from African emerging market perspective.

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15

Jeon, Changu, and Hyangmi Choi. "A Study of the Relationship between Corporate Governance and Non-business Real Estate." Korean Journal of Financial Studies 50, no. 3 (June 30, 2021): 279–313. http://dx.doi.org/10.26845/kjfs.2021.06.50.3.279.

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Corporate non-business real estate can be used for the private benefits of controlling shareholders, but is also likely to enhance shareholder wealth. This study explores the impact of corporate governance to address this contradiction, particularly the ownership-control disparity on non-business real estate. We further examine the moderating effect of foreign blockholders on the relationship, then conduct additional analyses on the relationship between non-business real estate and firm value. The results are as follows. First, the disparity has a consistently positive relationship with non-business real estate, which implies that corporate non-business real estate can be utilized for expropriation for the benefit of controlling shareholders. Second, the relationship between the disparity and non-business real estate is mitigated by foreign blockholders. Third, we find that non-business real estate has a negative relationship with firm value. This result implicates the inefficiency of non-business real estate and the possibility of agency problem. Forth, investment in non-business real estate is likely to decrease firm value, compared with investment in core business. This study revisits and extends corporate governance research in terms of non-business real estate by identifying the presence of agency problems and monitoring effects of outside blockholders.

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16

Tay, Linda, and Kim Hiang Liow. "CORPORATE REAL ESTATE MANAGEMENT IN SINGAPORE: A BUSINESS MANAGEMENT PERSPECTIVE." International Journal of Strategic Property Management 10, no. 2 (June 30, 2006): 93–111. http://dx.doi.org/10.3846/1648715x.2006.9637547.

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Corporate real estate management (CREM) practices in Asia have been a relatively under‐researched area compared with those from Europe and North America. This paper represents an attempt to enhance the current knowledge of CREM in Asia. Part I of this study provides a snapshot of CREM practices among Singapore multi‐national companies (MNCs) and listed firms. Ninety‐seven firms were surveyed on three main business management perspectives: corporate real estate planning, corporate real estate organizational structure and corporate real estate performance. The study found that in general, corporate real estate (CRE) is under‐managed among MNCs and listed firms in Singapore. Creating awareness of the importance and relevance of good CREM practices is therefore the most pertinent task. Part II of this paper focuses specifically on CRE performance. A data‐driven analytical technique is adopted to study the direct and indirect effects of performance factors on corporate real estate. The results indicate that only corporate real estate planning and the existence of a real estate unit have a direct impact on corporate real estate performance. This finding is both theoretically expected and important. The results reinforces current literature postulations on the importance of strategic planning as the key skills that corporate real estate managers need to be equipped with to meet the challenges ahead.

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17

Zemlyanskiy, O. A. "Analysis of the real estate market for business activities." Vestnik Universiteta, no. 5 (July 6, 2021): 60–68. http://dx.doi.org/10.26425/1816-4277-2021-5-60-68.

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Effective business activities conducting in the real estate market is impossible without an objective analysis of the real estate market, its individual segments, comparing the possibilities and efficiency of doing business in different market segments. Based on the generalization of various methods, the author proposes an analysis of the real estate market to determine the possibility of effective business activity, including setting goals for the analysis of the real estate market and its individual segments, determining the subject, conditions and opportunities for entrepreneurial activity in the real estate market, analysing the market in accordance with the factors of market analysis, its characteristics and identification of the most attractive market segments and areas of activity in order to achieve these goals. The analysis of the real estate market determines the opportunities, conditions and prospects of presence on the market for various companies and types of business related to the creation and sale of real estate objects, as well as credit and financial, legal, insurance, valuation, commercial and other types of business.

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18

Langbert, Mitchell, and Donald Grunewald. "The Real Estate Investor." Journal of Business Ethics 51, no. 1 (April 2004): 91–99. http://dx.doi.org/10.1023/b:busi.0000032344.42085.9b.

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19

Elmetwaly, Hassan M. M. "Information System Analysis and Building for Integrated Real Estate Business Management in Real Estate Market." American Journal of Economics and Business Administration 3, no. 2 (February 1, 2011): 416–19. http://dx.doi.org/10.3844/ajebasp.2011.416.419.

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20

Hương, Pham Thanh. "Management Accounting in Pricing Decisions for Real Estate of Real Estate Enterprises in Vietnam." Accounting and Finance Research 7, no. 4 (September 7, 2018): 35. http://dx.doi.org/10.5430/afr.v7n4p35.

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In Real Estate Enterprises (REEs), managers always have to make decisions while running their business in various forms. Among the manager’s decisions on real estate business, the pricing decision for real estate is one of the difficult decisions for managers in the REEs. Pricing decisions for real estate are often strategic decisions, which play an important role for the existence and development of REEs. Thus, enterprise managers often consider this to be the most important task for its historical mission and decisive factor of other tasks. This paper focuses on analyzing and evaluating the actual situation of Vietnam’s REEs in making pricing decisions for real estate, then proposing some recommendations for improving the information system and pricing decisions for real estate making process for creating the highest economic efficiency for the REEs in the current market conditions.

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21

Yderfält, Åsa, and Tommy Roxenhall. "Real estate business model innovation and the impact of ego network structure." Management Research Review 40, no. 6 (June 19, 2017): 648–70. http://dx.doi.org/10.1108/mrr-11-2016-0253.

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PurposeThis paper aims to analyze how a real estate business model innovation developed in a real estate network, with a special focus on the relationship between ego network structure and the innovative development of the business model. Design/methodology/approachThe paper is a single case study of a Swedish real estate network of 38 actors. The data were collected at the individual actor level using multiple sources: 12 semi-structured in-depth interviews, 94 min of meetings and 28 written contracts. The empirical findings resulted in four propositions. FindingsThis study demonstrates that it was primarily the building user who was behind the innovative development of the real estate business model innovation, whereas the real estate company acted as a network hub and network resource coordinator. The ego network structures significantly affected the outcome. Practical implicationsReal estate companies should act as hubs, coordinating all the network actor resources the building user needs in the value-creation process. To be effective hubs, the representatives of real estate companies must create extensive personal and open ego networks to acquire central network positions. Originality/valueFew studies examine business model innovation, particularly in the real estate context. Though large real estate businesses usually operate in the networks of various actors, analyses based on the network perspective are also lacking. This case study builds a valuable understanding of how network processes in real estate networks can be used as tools to foster real estate business model innovation, which in turn can lead to more competitive real estate companies and building users.

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22

Lin, Yi Yong, and You Song Wang. "Study on Business Integration Strategy for Real Estate Development." Advanced Materials Research 838-841 (November 2013): 3135–41. http://dx.doi.org/10.4028/www.scientific.net/amr.838-841.3135.

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Based on the features of the real estate industry, a cost model was established for analyze integration strategies. The analysis results show that a real estate enterprise should give a priority to integration of the business activities, of which the costs themselves are not large but which will greatly influence the whole project and other development business activities; and that the integration in a real estate enterprise is influenced by the product optimization degree, the business management capacity, and the degree of market competition. The integration in the real estate industry is influenced by the product optimization degree and the business management capacity, but it has nothing to do with the degree of market competition.

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23

Lucius, Dominik I. "Real options in real estate development." Journal of Property Investment & Finance 19, no. 1 (February 2001): 73–78. http://dx.doi.org/10.1108/14635780110365370.

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24

Cherif, Emna, and Delvin Grant. "Analysis of e-business models in real estate." Electronic Commerce Research 14, no. 1 (July 10, 2013): 25–50. http://dx.doi.org/10.1007/s10660-013-9126-z.

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25

Giliberto, S. Michael. "Assessing Real Estate Volatility." Journal of Portfolio Management 29, no. 5 (January 31, 2003): 122–28. http://dx.doi.org/10.3905/jpm.2003.319913.

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26

Chen, Hsuan-Chi, Keng-Yu Ho, Chiuling Lu, and Cheng-Huan Wu. "Real Estate Investment Trusts." Journal of Portfolio Management 31, no. 5 (September 30, 2005): 46–54. http://dx.doi.org/10.3905/jpm.2005.593887.

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27

Corgel, John B. "Hotel Real Estate Markets." Journal of Portfolio Management 31, no. 5 (September 30, 2005): 91–99. http://dx.doi.org/10.3905/jpm.2005.593891.

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28

Hahn, Thea C., David Geltner, and Nori Gerardo-Lietz. "Real Estate Opportunity Funds." Journal of Portfolio Management 31, no. 5 (September 30, 2005): 143–53. http://dx.doi.org/10.3905/jpm.2005.593897.

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29

Idzorek, Thomas M., Michael Barad, and Stephen L. Meier. "Global Commercial Real Estate." Journal of Portfolio Management 33, no. 5 (September 30, 2007): 37–52. http://dx.doi.org/10.3905/jpm.2007.698904.

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30

Lucas, Douglas J., Laurie S. Goodman, Frank J. Fabozzi, and Rebecca J. Manning. "Commercial Real Estate CDOs." Journal of Portfolio Management 33, no. 5 (September 30, 2007): 158–64. http://dx.doi.org/10.3905/jpm.2007.699611.

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31

Fabozzi, Frank J., Robert J. Shiller, and Radu S. Tunaru. "Hedging Real Estate Risk." Journal of Portfolio Management 35, no. 5 (September 30, 2009): 92–103. http://dx.doi.org/10.3905/jpm.2009.35.5.092.

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32

Harris, Joshua A. "Real Estate Development Matrix." Journal of Real Estate Literature 26, no. 2 (October 1, 2018): 363–67. http://dx.doi.org/10.1080/10835547.2018.12090490.

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33

Newell, Graeme. "The changing real estate market transparency in the European real estate markets." Journal of Property Investment & Finance 34, no. 4 (July 4, 2016): 407–20. http://dx.doi.org/10.1108/jpif-07-2015-0053.

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Purpose – Real estate market transparency is an important factor in real estate investment and occupier decision making. The purpose of this paper is to assess real estate transparency over 2004-2014 to determine whether the European real estate markets have become more transparent in a regional and global context. Design/methodology/approach – Using the JLL real estate transparency index over 2004-2014, changes in real estate market transparency are assessed for 102 real estate markets. This JLL real estate market transparency index is also assessed against corruption levels and business competitiveness in these markets. Findings – Improvements in real estate transparency are clearly evident in many European real estate markets, with several of these European real estate markets seen to be the major improvers in transparency from a global real estate markets perspective. Practical implications – Institutional investors and occupiers see real estate market transparency as a key factor in their strategic real estate investment and occupancy decision making. By assessing changes in real estate transparency across 102 real estate markets, investors and occupiers are able to make more informed real estate investment decisions across the global real estate markets. In particular, this relates to both investors and occupiers being able to more fully understand the risk dimensions of their international real estate decisions. Originality/value – This paper is the first paper to assess the dynamics of real estate market transparency over 2004-2014, with a particular focus on the 33 European real estate markets in a global context to facilitate more informed real estate investment and occupancy decision making.

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34

Hin/David Ho, Kim, and Kwame Addae-Dapaah. "Real estate market cyclical dynamics." International Journal of Managerial Finance 10, no. 2 (April 1, 2014): 241–62. http://dx.doi.org/10.1108/ijmf-10-2013-0108.

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Purpose – The purpose of this paper is to help us understand the real estate cycle and offers an analysis using a vector auto regression (VAR) model. The authors study the key international cities of Hong Kong, Kuala Lumpur and Singapore. The authors find four key outcomes. One, the real estate cycle is generally different from the underlying business cycle in local markets for the cities studies. Two, the real estate cycle is more exaggerated in the construction and development areas than in rents and vacancies. Three, the vacancy cycle tends to lead the rental cycle. And four, new construction completions tend to peak when vacancy is also peaking. The authors believe that future research should try to help understand the linkages that drive these outcomes. For example, are rigidities in the local permit and construction markets responsible for the link between construction peaks and vacancy peaks? Design/methodology/approach – Real estate market cyclical dynamics and its estimation via VAR model offers an insightful set of practical and empirical models. It affirms a comprehensive theoretical underpinning for analysing the prime office and residential sectors of the capitol cities of Kuala Lumpur, Singapore and Hong Kong in the fast developing Asia region. Its unrestricted form also provides an effective and insightful way of modelling real estate market cyclical dynamics utilising only real estate market indicators, furnished by real estate market data providers. Findings – The office rental VAR model for Singapore (SOR), KL (KOR) and HK (HOR) show good fits. In the HOR model, rents and vacancies are negatively signed and significant for certain lagged relationships with other variables and with rents themselves. The office CV VAR model for Singapore (SOCV), KL (KOCV) and HK (HOCV) show good fits. In the HOCV model, capital values (CVs) and initial yields are negatively signed and significant for certain lagged relationships with other variables and with CVs themselves. Impulse response functions specified for seven years to mirror a medium-term real estate market cycle “die out” to zero for the stationary VAR models that are estimated for the endogenous variables. The accumulated responses asymptote to some non-zero constant. Practical implications – The VAR model offers a complete and meaningful dynamic system of solely real estate variables for international real estate investors and policy makers in decision making. Its unrestricted form offers an effective and insightful way of modelling real estate market cyclical dynamics utilising only real estate market indicators, which can be reliably provided by a dedicated real estate information and consultancy provider of international standing. Originality/value – The theoretical model offers a complete dynamic model system of the real estate space market, comprising a unique system of six linked equations that denote the relationship among supply, demand, construction, vacancy and rent over time, inclusive of price response slopes and lags. The VAR model enables the investigation of the effect of the lagged values of all the variables concerned. It also enables the explicit and rigorous quantitative forecasts of say rents and CVs when the rest of the variable can be forecasted beforehand.

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35

Beauchamp, Charles, William Hardin, Matthew Hill, and Kartono Liano. "The Finance and Real Estate Publications of Real Estate Editorial Board Members." Journal of Real Estate Literature 16, no. 1 (January 1, 2008): 23–32. http://dx.doi.org/10.1080/10835547.2008.12090217.

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36

Panagopoulos, Yannis, and Prodromos Vlamis. "Real Estate Information Technology: Bank Lending, Real Estate Bubbles, and Basel II." Journal of Real Estate Literature 17, no. 2 (January 1, 2009): 293–310. http://dx.doi.org/10.1080/10835547.2009.12090262.

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37

황준성 and Su Jin Pae. "Historical Consideration of a real estate policy by real estate business cycle – Focusing on tax policy-." Review of Business History 30, no. 4 (December 2015): 71–90. http://dx.doi.org/10.22629/kabh.2015.30.4.004.

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38

INADA, Kazuya. "Deliberation of Japan Civil Code amendment on real estate leasing deposit and real estate leasing business." Japanese Journal of Real Estate Sciences 27, no. 2 (2013): 69–73. http://dx.doi.org/10.5736/jares.27.2_69.

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39

French, Nick. "International real estate research." Journal of Property Investment & Finance 37, no. 5 (August 5, 2019): 426. http://dx.doi.org/10.1108/jpif-08-2019-103.

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40

Li, Xin Xin, Wen Hui Liu, and Dong Li Zhang. "The Impact of Land Policy on Real Estate Business in China." Applied Mechanics and Materials 209-211 (October 2012): 1505–8. http://dx.doi.org/10.4028/www.scientific.net/amm.209-211.1505.

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Real estate industry, closely related to national economy, is the basic, guiding and pillar industry for national economy, and it can be counted as "barometer" of national economy. Therefore, the sustainable, stable and healthy development of real estate industry can not only meet the housing consumption demands of the masses, but also ensure the stable development of national economy in a relatively fast way and promote the realization of our country's economic construction and social development goals. This article is revolved around the analysis of related concerning real estate industry in China, in which the land policies are paid special attention to. Combined with the status quo of real estate business, the strategies for the healthy development of real estate business are put forward.

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41

Pholphirul, Piriya, and Pungpond Rukumnuaykit. "The Real Estate Cycle and Real Business Cycle: Evidence from Thailand." Pacific Rim Property Research Journal 15, no. 2 (January 2009): 145–65. http://dx.doi.org/10.1080/14445921.2009.11104275.

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42

Edward Graham, John, Craig Galbraith, and Curt Stiles. "Real estate ownership and closely-held firm value." Journal of Property Investment & Finance 32, no. 3 (April 1, 2014): 229–43. http://dx.doi.org/10.1108/jpif-07-2013-0045.

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Purpose – The authors aim to measure the value of leasing, versus owning, business locations for the closely-held firm. Design/methodology/approach – The authors examine the sales transactions of small businesses in the USA – those with revenues of less than $20 million per year – between 1995 and 2010. The authors contrast the values of firms that own, and do not own, their real estate. Findings – In general, the authors find negative relationships between closely-held firm values and real estate ownership. Nowhere did the authors observe firm value being enhanced by property ownership. Research limitations/implications – The data set may be limited by the accuracy of the data provided by business brokers. Compared to the capital markets, the small business “exchange” is less efficient, but it is the only source of unlisted business sales data. Practical implications – The findings are important to the small-business broker and the investor. The broker might better advise the buyer and seller with the findings. Business owners, private equity investors, and their advisors, are all reminded to focus on the core business strategy and avoid getting “locked into” real estate ownership in a business investment. Originality/value – The impact of real estate on the valuations of closely-held firms is a largely unexamined area. And there is a lack of consistency on publicly-held company valuations as a function of real estate ownership; these public company findings and the dearth of work on the privately-held company's real estate attract the attention in this study.

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43

Liu, Shu Ru, and Min Juan Li. "On the Real Estate Project Cost Management." Advanced Materials Research 368-373 (October 2011): 1323–26. http://dx.doi.org/10.4028/www.scientific.net/amr.368-373.1323.

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Real estate Industry is capital-intensive. Cost management is very important for real estate. Efficient cost management is one of important means that can ensure sustainable development of the real estate business. Now, we must find out the efficient cost management means according to analysis the importance of the real estate and the problem exist in it.

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44

Rocha, Katia, Luciana Salles, Francisco Augusto Alcaraz Garcia, José A. Sardinha, and José P. Teixeira. "Real estate and real options — A case study." Emerging Markets Review 8, no. 1 (March 2007): 67–79. http://dx.doi.org/10.1016/j.ememar.2006.09.008.

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45

Acharya, Ram, Albert Kagan, and Travis Zimmerman. "Real Estate Information Technology: Influence of Email Marketing on Real Estate Agent Performance." Journal of Real Estate Literature 18, no. 2 (January 1, 2010): 329–43. http://dx.doi.org/10.1080/10835547.2010.12090270.

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46

Simmons, Beth A. "Rules over Real Estate." Journal of Conflict Resolution 49, no. 6 (December 2005): 823–48. http://dx.doi.org/10.1177/0022002705281349.

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47

Flores, Isaura, and Elizabeth Muniz. "WHAT MOTIVATES REAL ESTATE INVESTORS." Journal of International Business and Economics 20, no. 1 (March 1, 2020): 57–63. http://dx.doi.org/10.18374/jibe-20-1.6.

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48

Case, Karl E. "Real Estate and the Macroeconomy." Brookings Papers on Economic Activity 2000, no. 2 (2000): 119–45. http://dx.doi.org/10.1353/eca.2000.0011.

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49

Peng, Xian Yong, and Yi Feng Zhang. "Study on the Real Estate Green Business Process Management." Advanced Materials Research 838-841 (November 2013): 3087–90. http://dx.doi.org/10.4028/www.scientific.net/amr.838-841.3087.

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Green process management and improvement is the key for real estate companies to achieve sustainable development. In this thesis, the author discusses the entire green process management from the aspects of strategic management, process organization, construction process management and corporate culture, builds a real estate green business process management model and changes the traditional opinion focusing on the quantity rather than the quality of buildings.

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50

Munoz Cabanes, Alberto, Alfonso Herrero de Egana, and Arturo Romero. "Real option analysis. The viability of real estate projects." Investment Management and Financial Innovations 17, no. 4 (December 8, 2020): 271–84. http://dx.doi.org/10.21511/imfi.17(4).2020.24.

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Abstract:

Traditional methods used for real estate project valuation, such as the static Net Present Value, have some limitations, as these methods do not consider the possibility of a change in the initial conditions of the project or during its development. On the other hand, the real options approach allows for flexibility in evaluating a real estate project, improving the decision-making process as it helps identify the optimal strategy and timing for the construction phases. The paper deals with evaluating an actual real estate project in La Rioja (Spain) using different options to estimate its final Net Present Value. The results show that the real estate project would be profitable under several scenarios, although the valuations can vary significantly among the different types of options. This is because some options add more value to the project than others, depending on their cost and the uncertainty they eliminate. In contrast, the results obtained using the traditional static method would have led a real estate developer to discard the project completely, as its Net Present Value would have been negative. This confirms that the introduction of flexibility in real estate developments creates additional value by allowing developers and investors to dynamically react to changes in the market, thus making better investment decisions and finding real estate investment opportunities that otherwise would not be considered at all.

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