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Why CREM Should be Implemented by the Office-Based Companies in Shanghai, China?

The purpose of this paper is to investigate why CREM should be carried out within the office based companies in Shanghai. Besides, the current CREM practices and performances in the office based companies in Shanghai are examined as well.

Design/methodology/approach – The CREM added value creating model for office based corporations in Shanghai is constructed based on literature review. Then, according to the model, the proposition as to why CREM should be carried out within the office based companies in Shanghai is developed.

Later, two case studies, which are composed of online questionnaire, structured interviews, and secondary documentary review, are investigated to test the proposition. Findings – Although the result from the two-case study does not provide direct evidence to support the proposition that alternative added values listed in the model is the driving force of CREM implementation for Shanghai office users, CREM, or Corporate Office Estate Management, does help them to promote marketing and corporate branding, staff retention, as well as efficiency and cost control.

Research limitations/implications – The research is based on two case studies, the logic of which is replication. Thus, it is not possible to draw any strong generalization. Future studies are needed to validate or contradict the findings in the research.

Practical implications – The research process and result provides inspirations for the office occupiers in Shanghai, China, on how Corporate Real Estate Management (CREM) can contribute to the core business, and what specific added values CREM can create. Besides, the CREM added value creating model for office based corporations in Shanghai provides framework for CREM managers on how CREM can be strategically carried out.

Originality/value – Since CREM is a brand new discipline in China, the research is the first one digging into Corporate Office Estate Management practices in Shanghai, with the incorporation of the CREM added value creating model.
Source: KTH
Author: Liang, Ruolan | Chen, Yang

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