Quantitative measures of CRE and its link with organizational performance

Research output: Chapter in Book/Report/Conference proceedingConference contributionAcademic

Abstract

For CREM (Corporate Real Estate Management) to be able to deliver added value to its client organisation, it has to know 1) which CRE aspects influence its employees, processes, machinery, visitors, etc, 2) how these aspects influence performance and 3) how to measure and manage them. Analysis of literature in relevant fields (e.g. CREM, architecture, ergonomics, installation technology) showed an extensive list of 52 relevant CRE aspects, that influence performance measures of efficiency, effectiveness, flexibility, productivity and creativity. Of these CRE aspects, almost half deal with the architectural design. A big portion of these architectural design aspects are described in CRE literature in qualitative terms only, like ëopen layoutí and ëvisibilityí. This paper defines quantitative measures for these aspects, deducted from other spatial research fields (environmental psychology, geography, urban design), so that they can be correlated to organisational performance too. These quantitative measures belong to spatial network analysis or the measurement of elements. Then it discusses in which ways (and when) CREM can use these measures to define policy and serve its client better.
Original languageEnglish
Title of host publicationProceedings 14th Annual European Real Estate Society Conference
Place of PublicationLondon
Publication statusPublished - 2007
Event14th Annual European Real Estate Society Conference (ERES2007) - London, United Kingdom
Duration: 27 Jun 200730 Jun 2007
Conference number: 14
https://eres.architexturez.net/documents/series/Conference%202007

Conference

Conference14th Annual European Real Estate Society Conference (ERES2007)
Abbreviated titleERES 2007
Country/TerritoryUnited Kingdom
CityLondon
Period27/06/0730/06/07
Internet address

Fingerprint

Dive into the research topics of 'Quantitative measures of CRE and its link with organizational performance'. Together they form a unique fingerprint.

Cite this