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Journal articles on the topic 'Real estate business - Management'

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1

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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2

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 (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, corpor
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Hương, Pham Thanh. "Management Accounting in Pricing Decisions for Real Estate of Real Estate Enterprises in Vietnam." Accounting and Finance Research 7, no. 4 (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
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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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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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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 (2011): 416–19. http://dx.doi.org/10.3844/ajebasp.2011.416.419.

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7

Lee, Stephen, and Giacomo Morri. "Real estate fund active management." Journal of Property Investment & Finance 33, no. 6 (2015): 494–516. http://dx.doi.org/10.1108/jpif-06-2014-0043.

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Purpose – The purpose of this paper is to analyse the performance of UK property funds using the dual sources of active management, Active Share and tracking error, to distinguish between the types of active management styles used by funds. Design/methodology/approach – The authors use data on 38 UK real estate funds and classify them into five active management categories using the dual sources of active management, Active Share and tracking error. Then, the authors compare their return performance against Active Share, tracking error, fund size and leverage. Therefore the paper is able to an
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8

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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9

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 (2020): 271–84. http://dx.doi.org/10.21511/imfi.17(4).2020.24.

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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 fin
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10

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

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11

Harris, Rob. "Real estate in the digital era." Journal of General Management 44, no. 3 (2019): 119–27. http://dx.doi.org/10.1177/0306307019834404.

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This article describes the relationship between economic and technological change and the design and management of contemporary workplaces. The article describes the changing nature of workstyles resulting from economic and technological change which are driving new business models. General management is increasingly having to address the nature of the workplace in order to attract and retain skilled and expensive workers.
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12

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

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13

Yderfält, Åsa, and Tommy Roxenhall. "Real estate business model innovation and the impact of ego network structure." Management Research Review 40, no. 6 (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
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14

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 in
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15

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

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16

Edward Graham, John, Craig Galbraith, and Curt Stiles. "Real estate ownership and closely-held firm value." Journal of Property Investment & Finance 32, no. 3 (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. Resea
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17

Donkor-Hyiaman, Kenneth, Esther Narhkwor Terkper, Eric Paul Tudzi, De-Graft Owusu-Manu, and Benjamin Ajabuin. "Corporate real estate management and bank profitability." Journal of Research in Emerging Markets 3, no. 4 (2021): 35–47. http://dx.doi.org/10.30585/jrems.v3i4.651.

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Acquiring property for any business is capital intensive and for that matter, strategically managing such assets is considered equally important. This paper provides an analysis of the value-adding attributes of corporate real estate management (CREM) and bank performance in Ghana. The multiple regression method was applied to a cross-section of both primary and secondary data sourced from 25 commercial banks in Ghana. The study shows that the banks identify with the value-adding attributes of corporate real estate asset management even though there are variations in the level of importance to
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18

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

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19

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

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20

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 (2005): 12–21. http://dx.doi.org/10.3905/jpm.2005.593883.

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21

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

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22

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

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23

Louko, Antti. "CORPORATE REAL ESTATE DISPOSAL IMPACT ON PERFORMANCE RATIOS." International Journal of Strategic Property Management 8, no. 3 (2004): 131–47. http://dx.doi.org/10.3846/1648715x.2004.9637513.

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The purpose of this study was to investigate the effects of corporate real estate disposals on corporate performance ratios in Europe between the years 1998–2002. In addition, it was studied whether the retail and telecom corporations that conducted large real estate disposals were in significantly worse condition before the transactions than other corporations in the same business sector. The study indicated that those retail corporations that had divested corporate real estate were less profitable compared to other corporations in the same business sector before the transactions. Similarly,
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24

Muczyński, Andrzej. "An Integrated Approach to Real Estate (Porfolio) Management." Real Estate Management and Valuation 23, no. 2 (2015): 5–16. http://dx.doi.org/10.1515/remav-2015-0011.

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Abstract Real estate management activities evolved with the development of the real estate industry, the needs of property investors and general changes in the market environment. Today, these activities require a comprehensive approach on the one hand, but on the other, are more and more specialized. The paper presents an integrated view of real estate management on the example of a multidimensional basic concept of real estate management developed under German market conditions. Detailed analysis of this concept was preceded by a review of approaches to real estate management made on the bas
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25

Then, Danny Shiem-Shin. "A PROACTIVE PROPERTY MANAGEMENT MODEL THAT INTEGRATES REAL ESTATE PROVISION AND FACILITIES SERVICES MANAGEMENT." International Journal of Strategic Property Management 9, no. 1 (2005): 33–42. http://dx.doi.org/10.3846/1648715x.2005.9637524.

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The creation of suitable workplace environment to support employees in performing their tasks is becoming a key issue for many organisations faced with constant change. Numerous workplace strategies have evolved in recent years to provide for convenience and flexibility, as well as functionality and privacy. Problems usually arise at the implementation stage where organisation culture and practices often run counter to the need for innovation strategies. This paper contents that the creation of enabling workplace requires a proactive property management model that integrate real estate provisi
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26

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

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27

Yang, Jian Ping, Tian Xin, and Yang Liu. "Real Estate Groups Core Business Process Design Based on BRI." Applied Mechanics and Materials 433-435 (October 2013): 2373–76. http://dx.doi.org/10.4028/www.scientific.net/amm.433-435.2373.

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Along with changes in both self-development and external environment, many issues have arisen within todays real estate enterprise management. As the outcome of speedy technological innovation and gradual emergence of knowledge economy, management processes have been optimized by these transformations in real estate industry. According to the theory of business process Improvement, this research first analyzed the core processes in real estate enterprise, then re-deigned the process by using the tool of The turtle analysis diagram, finally came up with suggestions according to potential risks
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28

Etebari, Ahmad. "Real estate as a portfolio risk diversifier." Investment Management and Financial Innovations 13, no. 2 (2016): 45–52. http://dx.doi.org/10.21511/imfi.13(2).2016.05.

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This study provides evidence on the investment performance of real estate relative to bonds and common stocks in the U.S. Using quarterly total return data over the years 1978-2012, the analyses show that, over this period, on a risk-adjusted basis real estate was the top performing asset class, outperformed both bonds and stocks. Real estate, in the Eastern U.S., was the top performer, outperforming both bonds and stocks. The results also show that real estate provided a partial hedge against actual and expected inflation, and that, in combinations with bonds and stocks, it made up a major sh
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DeLisle, James, Terry Grissom, and Lovisa Högberg. "Sustainable real estate." Journal of Property Investment & Finance 31, no. 1 (2013): 10–40. http://dx.doi.org/10.1108/14635781311292953.

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30

Metzner, Steffen. "Transferring outranking models to real estate management." Journal of Property Investment & Finance 36, no. 2 (2018): 135–57. http://dx.doi.org/10.1108/jpif-01-2017-0009.

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Purpose For the purpose of decision-making in real estate portfolio management, alternatives are to be collected, assessed and prioritized. Due to the complexity of real estate markets, investment products and management processes, the respective decision situations are subject to several parameters. Multi-criteria models must be used to exactly evaluate and prioritize alternatives. Such models can be found in other economic and social areas but must be transferred or re-developed for the purposes of real estate management. The paper aims to discuss these issues. Design/methodology/approach Th
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31

Olaleye, Abel, and Benjamin Ekemode. "Integration between real estate equity and non-real estate equity." Journal of Property Investment & Finance 32, no. 3 (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 w
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Fabozzi, Frank J., Silvia Stanescu, and Radu Tunaru. "Commercial Real Estate Risk Management with Derivatives." Journal of Portfolio Management 39, no. 5 (2013): 111–19. http://dx.doi.org/10.3905/jpm.2013.39.5.111.

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Fabozzi, Frank J., Silvia Stanescu, and Radu Tunaru. "Commercial Real Estate Risk Management with Derivatives." Journal of Portfolio Management 39, no. 6 (2013): 111–19. http://dx.doi.org/10.3905/jpm.2013.39.6.111.

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34

Chin, Lawrence, and Jiafeng Liu. "Risk Management in Real Estate Electronic Transactions." Journal of Real Estate Literature 12, no. 1 (2004): 51–66. http://dx.doi.org/10.1080/10835547.2004.12090131.

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35

Hin/David Ho, Kim, and Kwame Addae-Dapaah. "Real estate market cyclical dynamics." International Journal of Managerial Finance 10, no. 2 (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 constructi
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ITAYA, Toshimasa, and Yukio KOMATSU. "RESEARCH ON PROPERTY MANAGEMENT BUSINESS SYSTEM IN REAL ESTATE FOR INVESTMENT." Journal of Architecture and Planning (Transactions of AIJ) 74, no. 643 (2009): 2063–69. http://dx.doi.org/10.3130/aija.74.2063.

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37

Maslesa, Esmir, and Per Anker Jensen. "Drivers for IWMS implementation in real estate management." Journal of Corporate Real Estate 21, no. 1 (2019): 72–87. http://dx.doi.org/10.1108/jcre-08-2018-0025.

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Purpose IT platforms such as integrated workplace management system (IWMS) gain higher importance in real estate management, but there is a lack of knowledge on what IWMS is and what the drivers are for its implementation in real estate organisations. The paper aims to provide knowledge on this. Design/methodology/approach The research combines theories of real estate management, IT implementations and change management, with a qualitative case study of IWMS implementation in a public real estate organisation in Denmark. The research data consist of customer surveys, document studies, semi-str
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38

Liu, Guiwen, Kaijian Li, Asheem Shrestha, Igor Martek, and Yang Zhou. "STRATEGIC BUSINESS MODEL TYPOLOGIES EVIDENT IN THE CHINESE REAL-ESTATE INDUSTRY." International Journal of Strategic Property Management 22, no. 6 (2018): 501–15. http://dx.doi.org/10.3846/ijspm.2018.6275.

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The Chinese real estate industry has emerged over recent decades as one of the key drivers of Chinese economic growth and attracted thousands of players nationwide. Yet, despite the continuing importance of the real-estate industry in China, there has not been any work done to identify nor describe the strategic business models used by enterprises within the sector. This study fills this gap in the literature. This paper begins by building a framework for studying the strategic business models used within the Chinese real-estate industry, and then goes on to identify the generic models that ex
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39

Zhu, Xiao Yan. "Design and Implementation of Real Estate Sales System Based on B/S." Advanced Materials Research 989-994 (July 2014): 5361–63. http://dx.doi.org/10.4028/www.scientific.net/amr.989-994.5361.

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As the housing system reform and the rapid development of real estate sales business, people put forward higher requirements on housing sales management. In the modern information society, people who buy houses just want to get the real estate sales and selling information as soon as possible. Real estate sales agent needs to communicate with buyers quickly. Real estate sales information management system is different from general management Information System in theory and real practice, which attach more information to the timeliness of issued information.With the development of our society
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40

van der Voordt, Theo. "Facilities management and corporate real estate management: FM/CREM or FREM?" Journal of Facilities Management 15, no. 3 (2017): 244–61. http://dx.doi.org/10.1108/jfm-05-2016-0018.

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Purpose This paper aims to explore similarities and dissimilarities between facilities management (FM) and corporate real estate management (CREM) regarding its history and key issues, and whether the similarities may result in a further integration of FM and CREM. Design/methodology/approach The paper is based on a review of FM and CREM literature, seven interviews with experienced academics and consultants and the long experience of the author as a researcher and teacher in accommodating people and activities. Findings Both FM and CREM aim to support primary business processes by aligning th
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Gadish, David. "Online Technology to Manage the Real Estate Owned (REO) Process." International Journal of Business Intelligence Research 5, no. 1 (2014): 31–49. http://dx.doi.org/10.4018/ijbir.2014010103.

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The WinREO real estate management software provides a case for extracting business intelligence benefits for a small/medium-sized business systematically as part of other business functions. The software was developed by breaking down the complex REO sales business process into a series of data points, which can then be captured from users as part of a workflow engine. These many tables of data are used to construct tailored workflows and combined to produce meaningful reports for various users inside the organization. Tools for collaboration on the basis of shared data, performance measuremen
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Flint-Hartle, Susan, and Anne de Bruin. "Franchising success: Insights from real estate brokerage." International Small Business Journal: Researching Entrepreneurship 29, no. 1 (2011): 58–77. http://dx.doi.org/10.1177/0266242610369762.

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43

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

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44

Newell, Graeme. "The changing real estate market transparency in the European real estate markets." Journal of Property Investment & Finance 34, no. 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 comp
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Gleißner, Werner, and Cay Oertel. "Conceptual framework for real estate transactions." Journal of Property Investment & Finance 38, no. 3 (2020): 245–62. http://dx.doi.org/10.1108/jpif-01-2020-0014.

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PurposeThe purpose of this paper is the development for a conceptual framework with regard to the risk management of real estate positions as foundation for transaction decisions. In this context, the current market environment and legal obligations are the main drivers for market participants to improve their risk management practices. Based on this environment, a practical but science backed model is outlined.Design/methodology/approachThe paper uses a conceptual approach based on the existing literature to develop a practical decision support system. In addition, the current risk management
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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 (2007): 67–79. http://dx.doi.org/10.1016/j.ememar.2006.09.008.

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47

Kowalski, Michał J., and Jan K. Kazak. "Value-Based Management for Real Estate Developers’ Activities." Real Estate Management and Valuation 28, no. 4 (2020): 48–62. http://dx.doi.org/10.1515/remav-2020-0031.

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AbstractReal estate development investments are characterized by a high value of projects, which in the event of irregularities in their implementation may result in significant losses for the economy. The lack of tools enabling ongoing control of real estate developers may result in disruptions in the operation of business entities on the real estate market, affecting the proper functioning of many stakeholders. The article proposes a method of measuring value for real estate companies. Accounting principles that regulate financial statements specify that they cannot be used directly to measu
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Masalskyte, Rasita, Mia Andelin, Anna-Liisa Sarasoja, and Tomi Ventovuori. "Modelling sustainability maturity in corporate real estate management." Journal of Corporate Real Estate 16, no. 2 (2014): 126–39. http://dx.doi.org/10.1108/jcre-09-2013-0023.

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Purpose – Sustainability in corporate real estate management (CREM) has been lately recognized as an integral part of almost every business. However, its perception might extremely differ in various industries. Sustainable CREM practices have been extensively analyzed in recent studies, yet real estate is an ambiguous field and the practices still lack holistic understanding. This research aimed to summarize and systematize the present sustainable CREM practices and propose a generic sustainability maturity model for CREM. Design/methodology/approach – The research process was implemented in a
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Giliberto, S. Michael. "Assessing Real Estate Volatility." Journal of Portfolio Management 29, no. 5 (2003): 122–28. http://dx.doi.org/10.3905/jpm.2003.319913.

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

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