ReconceptualisingCREM Alignment

to Account for Waste

Tuuli JylhäDepartment of Management in the Built Environment

Delft University of Technology

Real estate as

1. Operational asset

1. Investment asset

Photo by Adeolu Eletu on Unsplash

2. Investment asset

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Photo by Samuel Zeller on UnsplashPhoto by Mieczysław Marków on UnsplashPhoto by Christian Lambert on Unsplash

Photo by Adrian Trinkaus on UnsplashPhoto by The Creative Exchange on UnsplashPhoto by Mai Truong on Unsplash

The purpose of the paper is to reconceptualise CREM alignment to

feature the waste concept in smart use of CRE resources.

Integrative literature review(Torraco, 2005)

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Alignment

1) within organisation2) across organisations

Organisational alignment(Kathuria et al. 2007)

Corporate level

Business level

Functional level

Intra-functional level

Businessunit i

Businessunit ii

Businessunit iii

F1 F2 F3

Corporate strategy

A B C

Decision areas

Organisational alignment(Kathuria et al. 2007)

Corporate level

Business level

Functional level

Intra-functional level

Businessunit i

Businessunit ii

Businessunit iii

F1 F2 F3

Corporate strategy

1b

1a

A B C

Decision areas

1c

1a 1c- Vertical / Hierarchal alignment

Organisational alignment(Kathuria et al. 2007)

Corporate level

Business level

Functional level

Intra-functional level

Businessunit i

Businessunit ii

Businessunit iii

F1 F2 F3

Corporate strategy

2

A B C

Decision areas

3

2 Cross-functional alignment

3 Intra-functional alignment

Horizontal alignments:

Organisational alignment(Kathuria et al. 2007)

Corporate level

Business level

Functional level

Intra-functional level

Businessunit i

Businessunit ii

Businessunit iii

F1 F2 F3

Corporate strategy

2

A B C

Decision areas

3

2 Cross-functional alignment

3 Intra-functional alignment

Horizontal alignments:

1b

1a

1c

1a 1c-

Vertical / Hierarchal alignment:

Cross-organisational alignment

CREM alignment

Vertical CREM alignment

Corporate level

Business level

Functional level

Intra-functional level

Businessunit i

Businessunit ii

Businessunit iii

F1

Corporate strategy

1b

1a

A B C

Decision areas

1c

F3CRE

Cross-functional CREM alignment

Corporate level

Business level

Functional level

Intra-functional level

Businessunit i

Businessunit ii

Businessunit iii

F1

Corporate strategy

A B C

Decision areas

F3CRE

Intra-functional CREM alignment

Corporate level

Business level

Functional level

Intra-functional level

Businessunit i

Businessunit ii

Businessunit iii

F1 F3

Corporate strategy

A B C

Decision areas

3

CRE

1c

Organisational CREM alignment

Corporate level

Business level

Functional level

Intra-functional level

Businessunit i

Businessunit ii

Businessunit iii

F1

Corporate strategy

2

A B C

Decision areas

3

1b

1a

1c

F3CRE

Cross-organisational CREM alignment

Cross-organisational CREM alignment

CRE

Cross-organisational CREM alignment

CRE agent

Extended CRE organisation

SUMMARY

⚫ Heavy focus on vertical (/strategic) alignment within an organisation.⚫ The horizontal alignment within an organisation and across organisations is more

or less ignored.

Lean aligns horizontally (Schniederjans et al. 2010)➔ From strategic CREM alignment to smart CREM alignment

Tuuli JylhäAssistant professor in Real Estate Management

t.e.jylha@tudelft.nl

Department of Management in the Built

Environment, Faculty of Architecture and the Built

Environment